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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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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.”
The State of Intangibles Measurement - KPI's Are An Imperfect Answer
In the industrial economy, we had lots of ways of measuring our work. It was a mostly physical process so we could literally see what was going on. Our financial systems were built around this industrial model and we could also put dollar values on products as they progressed through factories and machines, converting raw materials into finished goods.
The shift to a knowledge economy has changed that. A lot of the value created today happens inside peoples’ heads or their computers. This is the case in service and technology businesses but even in manufacturing settings where it is the process, not the product, that creates so much of the value.
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Well here’s what worries me. KPI’s are by definition a small number of indicators. There is no guarantee that KPI’s are the right metrics. And they can be manipulated.
Reconciling social computing with the enterprise
This increasing distance between these two worlds creates a gap — a disconnect, even — that increasingly cuts organizations off from their most valuable assets (their people) and also exerts a subversive force on organizations as their workers help themselves to the tools of their own volition, bring their (and arguably better) new behaviors and processes to work, and try to get things done with them, whether that’s crowdsourcing, Enterprise 2.0, online customer communities, etc.
Ideas for the measurement of Enterprise 2.0 effects
As from the common practice of working with this model they have added a input level to the diagram that discribes the denominator of the classical ROI formula in terms of costs for the Intranet management. “Output” describes the produced content by the input - in quantity, frequency, reach & actuality, comprehensability & usability. “Outgrowth” explains the perceived messages from Intranet output - measured for example by the knowledge about the contents of the distributed messages/information. “Outcome” indicates the effects from the “outgrowth” in regards to the changed behavior in terms of participation in any Intranet services. At the top of the model “outflow” pictures the business effects of the changes in behavior.
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At this point I would like to focus on the part of “information management & distribution” as this is a precondition for the impacts on collaboration and also seen as the more difficult part to measure.
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While the GPRA is nowadays not differentiating between level 2 & 3 and therefore proclaims only a three-level model (output / outgrowth & outcome / outflow), for a further discussion on how Enterprise 2.0 is effecting the business value a differentiated four-level model would be more suitable
What Is Execution 2.0?
All of these engagements enabled me to learn the different nuances of each market and the current status of the markets use of social technology. In each case the fundamentals of engaging and listening to the market of conversations remained the same. The engagements were centric to helping the organization build an effective strategy and related tactics. In each case the one critical element that would determine the success of the proposed plan was the effective execution of the plan.
Will Management Buy Into The Plan?
In management, the ultimate measure of performance is the metric of management effectiveness which includes execution, or how well management’s plans are carried out by members of the organization. Execution is not a singular or silo process rather it encompasses the following attributes:
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Consider the brands who have tried to execute initiatives using social technology. The old 80/20 rule applies. 80% or more fail while 20% succeed. Why? Because 80% consider a Strategic 2.0 plan as a marketing initiative rather than a plan to transform the entire company into a “connected” organization 2.0 which leverages a Strategic 2.0 plan. Execution 2.0 requires a total organizational transformation.
Eight Competencies to Socializing Your Organization
It's a good tool to discuss the issues related to community management, a good structure for benchmarking and tracking operational improvements, and a great framework for training or certification.The competencies laid out in the model are:
1. Strategy
2. Leadership
3. Culture
4. Community Management
5. Content & Programming
6. Policy & Governance
7. Tools
8. Measurement
12 Rules For Bringing 'Social' To Your Business
The social meme has now fallen prey to this and frankly it's at serious risk of losing what makes it special, at least in terms of the modern 2.0 era. All of the new uses of "social" in the online world: Social media, social marketing, software software, social networking, and so on, can be -- and often are -- extremely potent new methods for creating value with human relationships over the network. They can represent truly important, even revolutionary, new changes in the way to we interact with each other in our lives and businesses.
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Claims that you can use a Twitter account to turn around your customer service are another. These things can certainly help make a business social, but they are just the means to a long journey; a new way of operating a business in a more open, emergent, and efficient way.
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the network (the Web or enterprise or both) is about who is on it and how involved they are. Whether this is a customer community, an internal Enterprise 2.0 effort with blogs, wikis, or just a corporate social network, the transition to social business is about involving and engaging people far more than it is about picking a technology or building the infrastructure
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The ROI of enterprise 2.0 learning — Informal Learning Blog
“You can’t manage what you don’t measure” is nonsense. The vast majority of what senior executives manage is immeasurable. They make judgment calls; they play hunches. How else do you select the right people for key jobs? How else do you choose your partners? How else do you divine the future? Organizations pay senior executives handsomely to buy their ability to make wise choices in the absence of simple measurements.
Carnet intranet: L'intranet essentiel, responsable intranet partenaire des dirigeants
• L'intranet est comme un DAB (distributeur de billets): il vous permet de faire ce que vous voulez faire, quand et où vous voulez le faire.
• Si vous souhaitez rendre votre intranet essentiel, il faut identifier un process que tout les collaborateurs doivent faire et le mettre sur l'intranet.
• Measurer, measurer, measurer. (L'approche mesure doit correspondre à la culture de l'entreprise; toutes les entreprises ne peuvent forcément mesurer de la même façon qu'ont fait BA et le Environment Agency.)
• Faites un suivi systématique de tous vos objectifs opérationnels.
• Etudiez de près les besoins et comportements de vos utilisateurs.
• Essayez d'y répondre à leurs besoins tout en vous assurant que vos actions soient bien alignées à la stratégie de l'entreprise en même temps.
Is Social Media 80/20? | The Relationship Economy......
While 20% of the value proposition of social technology lies within the technology the greater influence lies in relational value attributes and processes of the people and company’s that use it to produce something of value. Who truly understands the dynamics and impact of social technology on business relations, marketing, sales, operations etc. etc..?
Digital Nomads - Measuring Progress In A Dispersed World
In a world of increasing professional freedom, managers (and the rest of us) struggle to adequately measure output. Gone are the days of clocking in and clocking out. We often assume that the number of hours spent “working” are an indication of one’s effort and accomplishment. However, in reality, this is not the case. Furthermore, applying such short-sighted measurements will diminish some of the most valuable benefits of a free-range workforce.
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The Competitive Advantage of The Unexpected
As a team that researches productivity in creative industries, we have learned that the sources of inspiration don’t mix well with rigidity. -
In return, the mobile workforce must deliver “spurts” of productivity and insight. When bonuses are considered, managers must value the spurts versus an adherence to the daily grind.
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Veni Vidi Luxi » Beyond Enterprise 2.0 ROI, evaluation and management of knowledge in the workplace
Excellent, but that is only one part of the job. Now, the prestige we are seeking manifests itself in measurement. Too often social software enthusiasts and evangelists overlook this fundamental aspect (knowingly or otherwise). Where the mindset is fixated on measurement = financial, responsibility will commonly be considered to fall at the feet of management accountants. This is exacerbated because (well before it got momentum behind the firewall) there was a perception that social software is a web thing developed by web people, which puts it outside the remit of ‘accountants’.
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Measurement is the translation of an operational function into an economic reality that facilitates monitoring of activities and benchmarking of performance between organisations (and their offerings). That enables businesses to attract and/or inform shareholders who ultimately capitalise the visions and goals outlined in a strategic plan.
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Some people may be reluctant to that as they consider reporting a ’sacred cow’. In fact, the measurement of activity divides into contractual and non-contractual measures. Contractual elements are compulsory and objectives as defined a priori, negotiated and accepted: they are normed. This type of measures is used for both internal and external purposes. Non-contractual elements are desirable and subjective (as consensus is specific to the organisation). This type of measure is used for internal purpose, principally for driving the activity.
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Les KPI ne sont pas la priorité
Le plus important, c’est de savoir ce que vous voulez faire et comment vous allez le faire. Le moyen choisi pour mesurer ne vient qu’ensuite. “
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A force de marteler des slogans du type “On ne pilote que ce que l’on mesure”, on mesure un peu tout et n’importe quoi. Au final on ne sait plus trop ce que l’on pilote, ni même si on pilote. Je me demande s’il ne faudrait pas, durant un temps en tout cas, inverser la formule afin de se recentrer sur l’essentiel. “ On ne mesure que ce que l’on pilote”.
New work, new attitude
As we moved from morality to responsibility one hundred years ago, are we now shifting from responsibility to creativity? If we do, then most of our organisational tools and measurements about productivity may have to get thrown out.
Seven ways enterprise 2.0 differs from web 2.0
Enterprise 2.0 and web 2.0 environments may have their differences, but trying to veil transparency isn’t going to do any good. We also have to work at generating network effects, we need to encourage and facilitate participation, and lastly we need a way to measure or value an individuals social productivity. This can all be helped by reviewing job descriptions, corporate strategies, and job evaluations to include or encourage social participation.
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Accountability
Harold Jarche » Time Out
What I find really interesting is that we finally have technology that makes it possible for us to do most work anytime, anywhere, yet we continue to stick with our same old paradigms of working in a particular location during certain hours. We also stick by our belief that time is the best measure of what we do, rather than results.
How to make Enterprise 2.0 concrete and to define result expectations, to justify the necessary investments? « Ha’s Blog
Time for proof - how concrete are the results of Componence?
So what are the concrete results then of Componence? Can I quantify them into hard cold financial benefits? What are the soft results? I guess both, I’ll try to give it a shot.
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