Bookmarks for April 21st from 12:35 to 12:50

Social business pinboard links for April 21st, syndicated automagically:

  • Irving Wladawsky-Berger: Design Principles for Complex, Unpredictable, People Oriented Systems – I found the best explanation for the growing importance of design in a short, elegant article in The Economist, Design Takes Over, by Paola Antonelli, senior curator for architecture and design at New York’s Museum of Modern Art. “There are still people who believe that design is just about making things, people and places pretty.  In truth, design has spread like gas to almost all facets of human activity, from science and education to politics and policymaking.  For a simple reason: one of design’s most fundamental tasks is to help people deal with change.” “Designers stand between revolutions and everyday life.  When the internet happened, they created interfaces with buttons and hyperlinks that enabled us all to use it.  Designers make disruptive innovations manageable and approachable, so that they can be embraced and assimilated into life.  And they never forget functionality and elegance. . . Design is moving centre-stage in the eternal human quest to make beauty out of necessity.” Design principles are particularly applicable to problems that are socio-technical in nature, that is, they involve people and technology, having to deal both with complex technical, business and societal infrastructures and human behaviors.  They are critical for dealing with the Grand Challenge problems we are facing in the 21st century, including health care, urbanization, education, energy, finance, and job creation.   What do we mean by applying design principles to complex, unpredictable, people oriented systems and problems?  Let me discuss three such principles based on my personal experiences.
  • Innovating User Value – The Interrelations of Business Model Innovation, (Service) Design Thinking and the Production of Meaning | Service Design Network – Abstract
    We live in a hyper-competitive world, where whole industries either shift towards services or become obsolete due to new market entrants, technologies or even social practices. A world, where permanent interactions with customers, fast time-to-market, and the ability to innovate »right« (e.g. the right thing or value) are the key to corporate success. On that score the business sphere isn’t getting tired of emphasising the need for strategic innovation (which means »creating superior customer value«, business model innovations or even the disruption and creation of new markets). This paper uncovers some of the often overlooked links of design (design thinking, design-driven innovation and service design) to strategic innovation through the lens of »customer value«. It will do so by …   Disenchanting the big corporate rhetoric on above claims by showing that prevailing and too one-sided understandings of strategy and innovation, rather reinforce than escape old industry paradigms.   Examining designs still undervalued contributions to strategy-making by approaching business challenges with a user/value-centric and radical service logic.   Showing that every dimension of strategic innovation culminates in the concept of perceived user value and meaning, which gets reviewed in detail (dimensions, forms, properties), especially with regards to constructing value propositions.   Arguing that the current service design and business model innovation discourses cannot be negotiated separately, as they may be good methodological complements.   So when speaking about the innovation of value for the customer, the paper argues, the above stated and seemingly separated fields intersect. Therefore their most apparent systemic connections and the facilitation of value creation by design are outlined and discussed.
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Bookmarks for April 19th from 15:44 to 17:05

Social business pinboard links for April 19th, syndicated automagically:

  • Die Corporate-IT-Abteilung von Amazon stellt SharePoint 2010 in der AWS-Cloud bereit – Die Corporate-IT-Abteilung von Amazon stellte ihre äußerst geschäftskritische IT-Anwendung, das unternehmenseigene Intranet, in der AWS-Cloud bereit. In dem Whitepaper werden die Bereitstellungskriterien, die Sicherheitsanforderungen, die Architektur und die Implementierung der betriebsnotwendigen Anwendung erläutert. Es wird nicht nur beleuchtet, wie sich die Abteilung die Sicherheitsfunktionen von AWS und Microsoft SharePoint 2010 (und Microsoft SQL Server 2008) zu Nutze machen und eine Anwendung, die überaus vertrauliche Daten beinhaltet, bereitstellen konnte, sondern auch offen und ehrlich dargelegt, welche Lehren daraus gezogen werden konnten.
  • Three Principles for Net Work | Harold Jarche – Conclusion These three simple principles of narration, transparency and shared power should provide enough guidance to motivated leaders in an organization. Implementation depends on the specific context of each organization and the ability to keep things in what I call, “perpetual Beta”. Power-sharing and transparency enable work to move out to the edges and away from the comfortable, complicated work that has been the corporate mainstay for decades. There is nothing left in the safe inner parts of the company anyway, as it is being automated and outsourced. The high-value work today is in facing complexity, not in addressing problems that have already been solved and for which a formulaic or standardized response has been developed. One challenge for organizations is getting people to realize that what they already know has increasingly diminishing value. How to learn and solve problems together is becoming the real business advantage.
  • Alexander Stockers Weblog zu Web 2.0 für Unternehmen: Erfolgsmessung von Social Media – Die Frage ist (für mich) immer, was kann überhaupt gemessen werden – und was nicht.
    Sind denn vielleicht gerade die nicht messbaren Effekte jene, die den meisten Nutzen für das Unternehmen bringen.
    Eine einheitliche Aussage zur Erfolgsmessung gibt es nicht und wird es niemals geben – denn die Ziele sind zu individuell und die Parteien zu interdisziplinär.

    Ich selbst stelle mich aber grundsätzlich auf die Seite der Befürworter der Erfolgsmessung – denn wer nicht misst, der kann sich und andere nicht verbessern. Dennoch gebe auch ich zu bedenken, dass man nicht jeden Effekt zu jeder Zeit messen kann. In Zeiten der Wirtschaftskrise befürchte ich daher, dass viele gute Projekte daran scheitern werden, wenn ROI-fokussierte Entscheider diese gleich verhindern bzw. laufende Projekte abdrehen

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#hellfreezes :)

"Systems thinking is increasingly filtering into the mainstream and perhaps has finally came of age with consultancy behemoth KPMG shifting its sustainability thinking to a more holistic approach"

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The megatrends companies must face to meet sustainability challenges
Systems thinking comes of age as KPMG says environmental, social and economic problems cannot be solved separately

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I agree with the starting question, but not with the gist of the rest of the pos…

I agree with the starting question, but not with the gist of the rest of the post

(too many question marks, for one)

((too radical in a way, and it does not help to alleviate that problem by pushing emotional intelligence))

So, all in all, a quick but disturbing read.

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Collaboration is about humans, not technology
How important do you think new technologies, platforms, and tools are for collaboration? I would say that they are the fuel that enhances it, but the core -the essential raw material- that we need for…

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Bookmarks for April 18th from 21:27 to 21:42

Social business pinboard links for April 18th, syndicated automagically:

  • The Network Singularity: Organization Networks – Rather unbelievable how limited network comprehension is and how slow people gain a network mindset. it is a real problem. Changing the org chart, moving the nodes and connections, in an effort to improve performance, is primitive org/social network analysis (SNA). People are often dismissive of the org chart. However, organizational hub and spoke network configurations are critical for continuity, resource allocation, governance and so forth. Org charts are often the formal networks of the organization.
  • Get Your Team to Work Across Organizational Boundaries – Brad Power – Harvard Business Review – A social media platform like Handshake or a three-day process workshop are just tools to help build and maintain teams that work across organizational boundaries. These tools need to be complemented by new behaviors of the CEO and C-Suite, shared objectives and measures, and a governance structure and management processes to implement changes together and monitor and celebrate progress. These institutional changes are huge. Yet, as shown in the MITRE and patient journey examples, the best way to compete is to get everyone working together across boundaries to solve customer problems. Question: What experience have you had in building teamwork across organizational boundaries?
  • AIIM2012 Clay Shirky Keynote | Collaborative Planning & Social Business – The title of his talk was “To Make Sense of Data, First Make Sense of People“. His central theme is that for a business, knowledge management is not purely knowledge management, and is becoming more & more associated with people management.  Change is getting messier, more human, and more social.  New tools and techniques are needed, and are becoming available for problem solving.
  • AIIM2102 Dion Hinchcliffe Keynote | Collaborative Planning & Social Business – Dion Hinchcliffe has been a luminary in the social technology space, however with this talk “Mobility First: New Opportunities” he has shifted into being an evangelist for mobile computing.  For a very good reason: the shift to mobile computing is the most dramatic technology transition in history.  Ever.   What follows are my notes from the talk.
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Bookmarks for April 16th from 21:31 to 21:31

Social business pinboard links for April 16th, syndicated automagically:

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Bookmarks for April 11th from 08:49 to 10:43

Social business pinboard links for April 11th, syndicated automagically:

  • CSCW — Institut für Psychologie – Der Begriff Computer Supported Cooperative Work (CSCW), auch genannt Rechnergestützte Gruppenarbeit, beschreibt ein Forschungsgebiet der Psychologie, Soziologie, Informatik und weiteren Fachgebieten. Es beschäftigt sich damit, Gruppenarbeit zu erforschen und grundlegende Methoden zur ihrer Verbesserung zu finden, um dadurch technische Systeme zu entwickeln zu können, die Gruppenarbeit unterstützen. Eng damit verbunden und oft auch synonym gebraucht ist der Begriff Groupware, unter den die technischen Systeme fallen, die entworfen wurden, um die soziale Interaktion zwischen Benutzern zu erleichtern. Die Art der Interaktion kann dabei räumlich wie zeitlich verteilt sein.
  • changeX: So sieht die Neue Arbeit aus – Die zehn meistgewählten Begriffe waren: 1. Netzwerk 2. dezentrales Arbeiten 3. Agilität 4. Selbstorganisation 5. Coworking 6. Begeisterung 7. Social Media 8. Sinn 9. Selbstbestimmung 10. Freiheit   Diese Top Ten zeichnen ein positives, von Kollaboration getragenes Bild der Zukunft der Arbeit. Diese Auswahl lasse darauf schließen, so Patrick Scheuerer, "dass für die meisten Teilnehmer die Neue Arbeit vor allem mit der Art und Weise der Zusammenarbeit zu tun hat. Zwar sind mit Sinn und Kreativität auch Begriffe vertreten, welche durchaus stark mit den Arbeitsinhalten in Verbindung stehen. Der klare Fokus liegt jedoch auf dem Arbeitskontext: dezentrale Arbeit in Netzwerken, bevorzugt in Coworking Spaces und selbst organisiert."
  • McGee’s Musings : Rethinking organizational functions and components in a freelance economy – Two interesting questions come to mind: How will the application and profile process evolve? We are all social animals. We also have a pretty solid understanding of what differentiates successful groups and successful teams. As freelancers and as potential co-workers, will we become more mindful about how we manage our associations? Grind is testing the hypothesis that there is value in filtering the freelancers who will have access to their space. Is this a leading indicator that the physical, social, psychological, and economic functions of the organization can be effectively decomposed and rearranged in new formats? It’s certainly time to reread Ronald Coase’s The Nature of the Firm. I might also take a look at Jay Galbraith’s Designing Organizations and Bob Keidel’s Seeing Organizational Patterns.
  • It’s 2012 and We Are Still Working on Process « Word of Pie – As cool as the Cloud, Mobile, Big Data, and Social are, fixing processes in an organization seems to be the gateway to having time to innovate. People are still trying to get over the hurdle and they are still trying to learn the best way to do it. Luckily, these new technologies actually help and don’t just clutter the picture. Cloud eases deployment and makes broad collaboration easy as the firewall is no longer a productivity wall Mobile allows people a new way to review content while they aren’t at their desk and cameras on everyone’s phones can replace many scanners Big Data allows for predictive analysis, helping organizations set themselves up to handle changes to their process or volume before it becomes a problem. Social improves the ease of working together over the more traditional collaboration tools. Let’s face it, many processes are the same over and over, but there are a lot of exceptions out there that have to be managed.
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