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"It’s been the issue for a small period of time now, and I’ve contemplated the idea in a few blog posts: I really think this is the end of us throwing technical ‘solutions’ at a business or organisational ‘problem’ – and that we will all agree that E2.0 and Social are about humans, people, change management, radical organisation change, and, in the end, about tools"
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Enterprises aren’t used to adapting. They adapt their environment to themselves. If their environment doesn’t adapt, they adopt their environment: incorporate them into a subsidiary, a third, fourth or fifth leg. There are giants out there becoming even bigger giants just by engulfing others
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Employees aren’t used to adopting. They feel they have to adapt to their company – and rightfully so. Of course they (should) add value to their company, but it’s not their company – they only (want and need to) belong to it; they’ll adapt
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"When an organization launches a social intranet, the changes and benefits reach far wider than freeing up resource in the central intranet team. The intranet undergoes a fundamental shift when focus changes from communication to employees to work."
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A social intranet delivers a platform for a number of activities that aren’t fully supported by all those other systems. Notes, thoughts and links to useful information – lots of what knowledge workers juggle in the course of a day – don’t quite qualify as documents and they are not fit for email because they are inputs into a work process, not outputs. The social intranet addresses this gap in many organizations if it satisfies two criteria: It must be easy to use and it must cater for individual rationality.
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ntegrate the social intranet with other systems (CRM, DMS, your transaction systems) and signals generated in other contexts can be channelled into the main activity stream (including flows from the internet). Each individual defines their own slice of the stream by filtering for relevance and some platforms elegantly lets you subscribe to signals reflecting what your colleagues are finding relevant.
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"The time horizon: "Pull" does not mean thinking only about the short-term Many of the people we have talked to about our book have the misconception that pull is driven by a short-term mindset. After all, one of the key drivers of the move from push to pull platforms is the increasing difficulty in forecasting and predicting demand and the consequent challenges this presents"
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The paradox we cited at the outset can be resolved: the long-term view is not a detailed forecast but a high-level direction, a trajectory and a set of challenging goals, which help to focus and guide near-term efforts.
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he key for pull is to iterate rapidly back and forth between two horizons — long-term direction and short-term (6-12 month) action
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"We thought we would kick off our new postings by summarizing some of the ideas from Pull that resonated the most in our many conversations from the last few months. from The Power of Pull."
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he average return on assets (ROA) of US companies has steadily fallen to almost one quarter of what it was in 1965. We're running faster, but still losing ground. There is no sign of this long-term erosion flattening out, much less turning around.
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Value ain't where it used to be. Competition is not only intensifying (pdf), it's changing the source of value creation from stocks to flows of knowledge, and the means for value creation from push to pull.
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"Every month I review the search terms that lead people to our Knoco website, just to see what people are searching for. A common search term that came up again this month, is "How to incentivise knowledge sharing".
I thought it was worth a blog post on it's own.
The simple answer is Don't!"
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Firstly, make it clear that Knowledge Sharing is part of the job. If you need your sales reps to put knowledge into the CRM system, then write it into the company expectations. Just as timewriting is an expectation, or performance appraisals are an expectation, so knowledge entry should be an expectation, in this case
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"The graphic below outlines a basis for determining when Enterprise 2.0 adoption must be pushed, and when to let adoption be pulled:"
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- Existing ways are ‘good enough’ for employees
- Executives see great potential for value from adoption
Requires a Top-Down Push
Situation:
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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.
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