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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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Starwood Hotels are Heavenly for Guests and Employees
"Does your workplace culture inspire employees to do their best work? Even though we are still in tough economic times do you still provide resources for your employees to develop relationships with customers so they are inspired to return? Do your customers and employees champion your products and services?
Nancy London, the Vice President and global brand leader for Starwood Hotels, which include Westin, Sheraton, and St. Regis, answered yes to all three questions.
She shared some of her organization’s recipes for satisfied employees and happy guests."
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“On associate name tags, rather than including their place of
birth, they state one of their passions, such as: running or cooking. This
gives them a reason to speak with other people about their interests -
Relationships are an
important part of an outstanding guest experience - 1 more annotations...
Enterprise 2.0 is Neither a Crock Nor the Entire Solution
Enterprise 2.0 is trying to solve a couple levels of problems.
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From a technology standpoint, E2.0 is addressing the failure of existing enterprise systems to provide users with a way to work through exceptions in defined business processes during their execution
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From a organizational and cultural perspective, E2.0 is defining a way of operating for companies that reflects the way work is actually accomplished — by peer-to-peer interaction, not through command and control hierarchy.
Types of Incentives for a Web 2.0 environment
I have been discussing incentives in for a Web 2.0 environment quite abit recently. Incentives comes in many forms, shapes and sizes. I would like to discuss more about the incentives that could be used in such an environment to improve adoption and usage. I will provide some high level case studies as well.
Toyota’s Secret: The A3 Report
While much has been written about Toyota Motor Corp.’s production system, little has captured the way the company manages people to achieve operational learning. At Toyota, there exists a way to solve problems that generates knowledge and helps people doing the work learn how to learn. Company managers use a tool called the A3 (named after the international paper size on which it fits) as a key tactic in sharing a deeper method of thinking that lies at the heart of Toyota’s sustained success.
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A3 management is a system based on building structured opportunities for people to learn in the manner that comes most naturally to them: through experience, by learning from mistakes and through plan-based trial and error.
Dismantle Mistrust Between IT and the Business
While these perceptions are typically not found at the top of IT or business organizations, they are prevalent in the trenches where the work gets done. And they need to be addressed. Without effective internal collaboration between IT and the rest of the business, technology will continue to be underutilized and the potential under-realized. How, for example, can companies leverage collaborative technologies when the teams tasked with exploiting the tools have difficulty collaborating?
The Big Shift: Measuring the Forces of Change
To help managers in this decidedly challenging time, we present a framework for understanding three waves of transformation in the competitive landscape: foundations for major change; flows of resources, such as knowledge, that allow firms to enhance productivity; and the impacts of the foundations and flows on companies and the economy. Combined, those factors reflect what we call the Big Shift in the global business environment.
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The first, foundational wave in the Big Shift consists of the extraordinary changes in digital infrastructure that enable vastly greater productivity, transparency, and connectivity. Consider how companies can use digital technology to create ecosystems of diverse, far-flung users, designers, and suppliers in which product and process innovations fuel performance gains without introducing too much complexity.
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The second wave involves the increasing movement of knowledge, talent, and capital. Knowledge flows—which occur in any social, fluid environment where learning and collaboration can take place—are quickly becoming one of the most crucial sources of value creation.
TOYOTA WAY: 14 PRINCIPLES
The Toyota Way is not the Toyota Production System (TPS) . The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota culture, which allows the TPS to function so effectively.
A Practical Guide to Implementing Web 2.0 (aka Social Networking Tools) in Your Organization
A lot of organizations are struggling with what to do with a host of costly, high-maintenance technologies that they have introduced in the last decade, hoping these technologies would produce (a) improved internal productivity, and (b) better relationships with customers. They have achieved neither objective. So they're stuck with some very large and expensive lemons, three in particular:
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Real-Time
Conversation: IM + Google Wave -
Virtual
Presence: Screensharing
+ Document Sharing: - 6 more annotations...
Where’s the money?
Now, I believe that learning is more than skilling up to some minimal baseline. I believe it encompasses the information access to support performance, mentoring from the top end of novice through practitioner, and communication and collaboration that supports problem-solving and innovation. And the associated skills. Not only do novel inquiries and problems get dealt with, but new products, services, customer experiences, and more are the outcome of the full performance ecosystem.
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where would an organization get 20-25% performance improvement? Not just from training, I’ll wager. You need to create a more coherent learnscape, where people are continually moving to the center of their communities of practice, where more people are effective learners, self-learners, and together-learners, where the cultural values and learning skills are as explicit as the organizational goals and individual roles
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where’s the money? I want to suggest that when it gets into problem-solving, innovation, etc, it goes beyond a training budget to operations and R&D. R&D will undoubtedly have some infrastructure costs, but I’ll suggest that the innovation and problem-solving skills that are supported across the organization will have a substantial impact on R&D outcomes as well as more operational metrics.
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Where is the Business Value in Enterprise 2.0?
What we haven’t done so well is make the business value case—how does it help organizations become more productive and competitive?
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What we haven’t done so well is make the business value case—how does it help organizations become more productive and competitive?
Are You Clinging to the Wrong Business? | Above and Beyond KM
In fact, lately Xerox has started to tell its customers not to waste their money on unnecessary machinery purchases and is now selling consulting services to help those customers better manage the equipment they have in order to make their end-to-end printing processes as efficient and cost-effective as possible
Wikinomics for global problem solving
And so the idea of being able to apply all the brains on the planet to a time urgent situation is something that we are going to look back on and be really glad that we figured out how to do because otherwise it’s going to be too late.
Leveraging Thought-leaders As Stakeholders On Your Projects And In Your Programs
Thought-leaders, even if they are completely detached from the project, outside of the organization, and maybe even deceased, actually provide a tremendous ally to us if we know how to leverage them.
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All projects involve problem solving. Why not try to identify who the key problem solvers might be in your realm of activity?
What Enables Us? | Socialutions
Enablement can refer to any approach which provides means or opportunity. Means refers to unique methods that empower people and businesses to pursue and capture unique opportunities.
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Unique methods are new processes that differ from traditional methods. In fact unique methods may be the total opposite of traditional methods and there lies the power of enablement.
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When people use the word enablement it typically implies a new approach to accomplishing something or solving an existing problem. People and businesses are enabled by technology to create new methods or processes aimed at solving old problems or creating brand new value opportunities.
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Expertise location: linking social networks and text mining - Trends in the Living Networks
SRI International based in Menlo Park, California, teamed up with military officers to build a new social analytics tool called iLink that generates models and helps streamline the process by which a specific expert in an online community can be found.
In simple terms, iLink is a machine learning-based system that models users and content in a social network and then points the user to relevant content.
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The iLink system had several goals, including real-time learning by matching queries and communities users; adapting to user demands and directions, providing accuracy in message targeting and routing and, finally, dynamic user profile correction based on community behaviours and identification of community experts.
The learning in iLink occurs by watching a natural social network, and selecting effective strategies that emerge from the system as the members try to solve problems. The system continuously monitors the real social network and it is capable of drafting from the social network's learning.
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The iLink software uses artificial intelligence software and message routing technology to help the system learn about the online participants and move specific questions to those who are best equipped to answer them. The SRI scientists basically build a profile of each person in the community and the iLink system starts to learn about the movement of information around the community.
Something about Team Work
There is something about team work which is important in the society today. I glanced through the other day, on a newspaper article, regarding how workers nowadays do not need to be micro-managed. Instead the managers is suppose to provide room and space for the worker to enable them to demonstrate their ability and facilitate their creative thinking to be brought into an organization. Often time, the idea provided by this empowered workers may turn out to be one of those that has the most impact to the organization.
About communities, social media and the customer support department
The customer support and the proper implementation of social media tools around it have brought quite a lot of profit and success to the sales and marketing teams of many large and medium size companies globally. WordFrame sales and support team members are promoting the idea of having the support team as being inseparable part of the marketing and sales teams for several years now. One of the ways to do this (i.e. to have your support department actively participating in the sales process as well as in the business development strategy of your organization) is to equip it with the proper communication, social media and sales tools and ….Voila!
SAP using Innocentive to source innovation
SAP is sponsoring a part of the Innocentive site where both SAP and other SAP users such as customers, can post problems. SAP considers this to be an open marketplace for their customers can go to get solutions. The organization posting the problem also posts a bounty of how much they are willing to pay for the solution.
Michel CROZIER : "L'entreprise à l'écoute - Apprendre le management post-industriel"
* La question pour l’auteur est de savoir si le message qu’il a voulu faire passer avec "l’entreprise à l’écoute" lors de sa parution en 1989 était encore valable ou pas avec le changement de contexte quelques années plus tard.
* Le message qu’il avait voulut faire passer était de repenser les modes de raisonnement et de dominer les réflexes comportementaux qui ont fondé jusqu’à présent le gouvernement des organisations et d’apprendre le management post-industriel en ayant une écoute véritable de la réalité des rapports humains dans l’entreprise.
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Cette nécessité est d’autant plus fondamental, que le problème est
beaucoup plus profond, c’est celui d’une mutation radicale de notre
société. La nouvelle donne de l’économie en gestation doit tous nous
forcer à changer de raisonnement et de modèle de rapports humains. -
La ressource humaine est en train de devenir la ressource fondamentale ou
plutôt celle autour de laquelle s’ordonnent toutes les autres. L’entreprise
doit être à son écoute si elle veut commencer le dur apprentissage d’un
management adapté au mode post industriel. - 14 more annotations...
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