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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?

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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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1. Structural diversity and centrality of social networks are positively correlated with performance for both individual consultant and project teams.

2. Strong ties to powerful individuals, such as access to executives, is positively correlated with work performance, however having many weak ties to management is negatively correlated with work performance.

3. A team with strong ties to the management can be beneficial for work performance, having many managers working on the same project exhibits an inverted U-shape relationship with performance.

4. Participating in projects with the appropriate social capital can boost consultants‘ work performance in addition to their own social capital.

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The ROI on “connections” depends on what we do, create or solve with our connections which in turn creates a relationship. Get it?

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There is an old saying, “if you stay in this world you will never learn another one.” Learning the dynamics, the art and the science of the new world created by the social web is one of the foremost challenges for businesses.

Current business theories are correct in their own world, but the problem is that the theory may not make contact with the new world.

For businesses to succeed in the new world a transformation in leadership thinking will be required.

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As part of the podcast, I asked Peter what surprised him most about this Agile journey at Borland. “The thing that surprised me,” he said, “is how powerful it is each morning when everybody gets around the table and actually goes through what they’ve done

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When the sought-after benefits fail to materialise, this is most often blamed on poor implementation rather than unsound thinking. By adopting a “do it better and get it right” stance, failure is rationalised as a shortfall in execution and the flawed assumptions remain to fight another day.

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According to a recent survey, 83% of workers rate relationships with co-workers as a critical reason for joining and staying with their employer, and alternatively, one in four people quit a job due to feelings of isolation. Organizations that provide talent with tools to connect, build and manage their personal and professional networks, bond people to each other and to the organization. Moreover, organizations that offer employee social networking have an edge in attracting talent who thrives on these tools to exchange knowledge and ideas.

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