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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.
The Importance of Cultivating Interdisciplinary Relationships
The result is that a lot of people in the workforce have a pretty narrow view of what the word “colleague” means. It’s important to broaden that definition and cultivate relationships with people in other fields. Here’s why.
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Expanding your definition of who you count as a colleague is not just a petty semantics game. It will help shape the way you interact with people, and could lead to more meaningful relationships where none would otherwise exist
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But by sticking to familiar ground you’re only doing yourself a disservice in the end.
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The Elements of Value Network Alliances - Deloitte LLP
Today, the number of corporate alliances continues to rise — by as much as 25 percent a year — and now accounts for nearly a third of many firms’ revenues and value. Yet some studies suggest that the failure rate of alliances stands at an incredible 60–70 percent.* This troubling statistic prompts many questions about why so many firms struggle to generate success from an "open" alliance strategy. For instance, what are the general concerns with how open-based network alliances are structured? Can the implementation of an alliance strategy be simplified? And how can alliances consistently deliver value?
Harold Jarche » A Partnership Economy
Increasingly, performance in these new knowledge-based industries will come to depend on running the institution so as to attract, hold, and motivate knowledge workers. When this can no longer be done by satisfying knowledge workers’ greed, as we are now trying to do, it will have to be done by satisfying their values, and by giving them social recognition and social power
The Software Abstractions Blog: Enterprise 2.0: Top 5 Corporate Challenges for 2008 and beyond
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