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"Banks have had a bad rap of late, so it was a really pleasant surprise to see the work they are doing. It did not seem an obvious home for an ambitious social learning project, but it is what we found there. In less than a year the project has launched about two-dozen communities of practice. They have established a process for starting new communities and a framework for guiding their evolution. They are reaching the stage of forming a community for community leaders."
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they are determined that people and practices will drive the process. This strategic focus on learning is a key element of their success so far.
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- The perspective of members who contribute to and benefit from the learning of the community
- The perspective of sponsors who can see the potential of the community to improve the performance of the organization and develop strategic capabilities
- The perspective of the social learning team that has developed a good sense of what a successful community can achieve, what a healthy community looks like, and how to assess and enhance its vitality
The key insight that came out was that a health check requires the combination of three perspectives:
"I've always been a big believer in using results as the differentiator between success and failure. You either achieve your goals or you don't. Energy, creativity, and activity are all good things — but they don't create value unless results are achieved.
Most organizations take the same stance. They put a great deal of emphasis on reporting and celebrating quarterly and yearly results — with the assumption that there is a huge upside to being perceived as a winning company. After all, positive results attract investors, raise stock prices, reinforce customers, draw talent, and more.
But only athletic events produce clear winners and losers in the short-term — and most organizations are not actively engaged in those. In fact, in many cases, the immediate "results" are in reality unknown, ambiguous, or disconnected from current performance."
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This is not to say that we should abandon any of these ways of viewing organizational performance. Rather, we need to better understand how these numbers were achieved and what they are actually saying about a company's long-term health. In other words, metrics are starting points for dialogue rather than conclusio
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As individual managers we do not have the luxury of personal analysts, so we have to interpret the true meaning of results ourselves. But all too many managers avoid or ignore this part of their job — either because it takes too much time, is too difficult, or will lead to uncomfortable discussions. So instead they treat scorecards like scoreboards, with black and white numbers that they think tell the whole story.
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"Ok then, following on from previous posts on social media scorecard and E2.0 ROI, let’s tie them together, add some other factors and prepare the way to churn out some numbers. Here’s a progress towards a social business balanced scorecard:"
So when the company says it’s missing out on good ideas, this is both surprising, and perhaps somewhat expected. Surprising, because how does a company consistently ranked at the top of innovation surveys miss good ideas? Expected, because Google now employs 20,000. With that many people, how does a company stay on top of all those ideas?
What I’m seeing is a company that is is progressively systematizing its innovation practice. Google is following the path of its large enterprise brethren, adapting its internal processes to account for its size and its need to grow across multiple fronts. It really has to. It’s no longer the small company where ideas get tossed around on a white board, and everyone knows what’s going on. I mean, there are 20,000 people employed there.
Google is getting serious about innovation.
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