Bookmarks for September 7th through September 17th

These are my links for September 7th through September 17th:

  • Studie: Unternehmen benötigen ein neues Führungsverständnis | + mzungu’s weblog + – Vor einigen Wochen bin ich auf die Studie “Jeder für sich und keiner fürs Ganze? Warum wir ein neues Führungsverständnis in Politik, Wirtschaft, Wissenschaft und Gesellschaft brauchen” gestoßen, durchgeführt durch das Wissenschaftszentrum Berlin für Sozialforschung (WZB), die Stiftung neue Verantwortung und die Beratungsfirma Egon Zehnder International. In der Studie (PDF Download) wurden insgesamt dreißig deutsche Führungskräfte aus den Bereichen Wirtschaft, Politik, Zivilgesellschaft und Wissenschaft über die veränderten Anforderungen der Führung befragt. Die Studie befasst sich aus mE mit den Auswirkungen der gesellschaftlichen Veränderung durch die Informationsgesellschaft auf die Führung. Die Komplexität nimmt nicht nur im IT-Bereich zu und Entscheidungszyklen werden gleichzeitig immer kürzer. Ich erlebe immer wieder, dass diese Veränderungen von Führungskräften ignoriert, unterschätzt oder kleingespielt werden und damit viel Potential von Mitarbeitern und Unternehmen verloren geht.
  • Produktivität in Unternehmen: Wie viel Zeit Produktivitätskiller stehlen und was die Zeitverschwendung kostet – //SEIBERT/MEDIA Weblog – Durch produktive Arbeit leisten Mitarbeiter ihren Beitrag zum wirtschaftlichen Erfolg ihres Unternehmens. Doch in jedem Unternehmen gibt es bei der täglichen Arbeit genügend Elemente, die im ständigen Wettstreit mit dieser Produktivität und um die Zeit und Aufmerksamkeit der Mitarbeiter stehen. Drei dieser Produktivitätskiller sind der exzessive E-Mail-Gebrauch, nicht zielgerichtete Meetings und ständige Unterbrechungen. Infografik: So viel Zeit verschwenden Mitarbeiter im Tagesgeschäft Das Marketing-Team des Software-Herstellers Atlassian hat sich anlässlich der Auslieferung der Wiki-Software Confluence in der Version 4.3 die Mühe gemacht, verschiedene Studien auszuwerten und eine wunderbare Infografik zum Thema Produktivität und Zeitverschwendung zu erstellen
  • Activity streams shouldn’t wag the dog | Chieftech’s Blog – Activity streams aren’t going to replace email, but the inbox will change because we have better social software tools to collaborate and manage information in. The protocols and systems that support email as we have known it will fade further into the background.
  • Branding in the Age of Social Business | Networking Exchange Blog – Social business is just getting started. With the rapid rise of social and collaborative technologies, businesses are just beginning to harness its power of influence. Whether you’re a small business or a large one, the size of your company doesn’t matter in the world of social media. Customer engagement is not driven by how many people you employ, but by how well those employees communicate your brand’s message.
  • Folien von Uffe Sorensen: Back to the Future – Neue Anwendungen sind möglich!!! |- Lotus Notes in den 90iger Jahren: Wie fand die Entwicklung statt? Was passierte nach dem Kauf von Lotus durch die IBM? Wie verliefen die Verkaufszahlen (Kurve ebte deutlich ab in den letzten Jahren)? Ganz witzig, ein paar alte Folien zu sehen, die vor vielen Jahren bei jeder IBM Präsentation auf die Leinwand geworfen wurden.Der zweite Teil zeigt den Übergang zu den “Social-Produkten”. Was wird in den kommenden Monaten zum Thema Social Editon 8.5.4 von der IBM erscheinen?
  • Adapting to the Era of Deep Engagement- Elements of the Modern Engagement PlatformBelow is my take (see second figure) on the modern engagement platform and what its components are. Note that as of today, such a platform is really a set of capabilities that we have to acquire and put together ourselves. You can’t buy a one-size-fits-all way of engaging with the world, yet. However, you can acquire the parts that you need and improve how you connect with, share, and co-create with the world.
  • The FASTForward Blog » Leading and Managing (Networked) People Must Evolve: Enterprise 2.0 Blog: News, Coverage, and Commentary- A hierarchy is one way of making accountability transparent, but it’s not the only one. Middle management was a great 20th century tool for making organizations scalable while retaining central command and control, but it comes at a high cost – all those middle managers need to feed their families.A hierarchy can still work today but it will be outcompeted by agile, independent operating units with lower overheads. The social technology you mention has removed the competitive advantage of the feudal organizational structure, which now looks like the answer to yesterday’s problem. Just ask al Qaeda.
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Bookmarks for April 29th through June 12th

These are my links for April 29th through June 12th:

  • Digital Blog » Führungskräfte entdecken soziale Netzwerke – Offenbar konzentrieren sich Manager gern auf eine einzige soziale Plattform: In allen drei Netzen Twitter, Facebook und LinkedIn sind nur 18 Prozent der Befragten vertreten. Mit dem Engagement wächst auch die Bedeutung von Social Media für Führungskräfte: 78 Prozent der Teilnehmer waren zum Umfragezeitpunkt der Meinung, dass eine Strategie für Social Business wichtig für die Zukunft ihres Unternehmens sei.
  • The Seven Cs of Social Learning: How Social Learning Technologies Can Meet Today’s Business Challenges – So, in the updated model, there are Seven Cs of social technologies: Content – in the forms of knowledge-based assets, experiences and expertise – this is where it all starts. Consumption – of content, as in usable, reference-able, searchable, tag-able and reusable. Contribution – of content that can and should be user-generated. Conversation – about content – it’s what makes it socially relevant to the business. Collaboration – with others over content – it’s goal oriented and how we get things done socially. Connections – made with others regarding content. In competitive business, it’s not just what you know, but who you know. Once connections are made, vicarious reinforcement follows. Control  -  this  is  the  most  important  and  relevant  “C”  enterprises are dealing with today. Social learning technologies should enable customers to govern the continuum of openness and control as it applies to their business. Social technologies should enable providers and users to navigate the Seven Cs while remaining meaningful to the workflow of the business.
  • 10 echte Thesen zur Zukunft von Social Media – The Missing Manual für die BVDW-Thesen zu Social Media | Von Kai Heddergott | Kommunikation – zweinull – Social Media ist ständiges ausprobieren: Social Media ist – einmal gestartet – ein kontinuierlicher, zyklischer Prozess, der immer wieder auf Tauglichkeit geprüft und gegebenenfalls angepasst werden muss. Social Media ist keine einmalige Angelegenheit.
  • Increase Teamwork Through Better Office Design | Conspire: A Mindjet Publication – Collaborating is challenging enough without having to work in an underperforming work environment. It’s time to step back and take a look at how your workspace is performing and make the necessary adjustments so that it is less obstacle for you and your team to overcome.
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Bookmarks for April 15th from 10:08 to 20:11

Social business pinboard links for April 15th, syndicated automagically:

  • Open Innovation als strategisches Unternehmens-Konzept – Co-Creation/Toolkits für Open Innovation Je enger die Zusammenarbeit mit den externen Wissensträgern wird, desto wichtiger werden die Prozesse und Formen der Zusammenarbeit. Social Media- / Web2.0-Technologien sind die Basis für eine effiziente Zusammenarbeit. Unter Toolkits werden Entwicklungsumgebungen verstanden,  die es den Nutzer erlauben, ihre Bedürfnisse direkt und iterativ in den Produktmanagement-Prozess zu überführen. Spätestens in dieser Konstellation wird, wie generell im Social Media-Umfeld, eine offene Unternehmenskultur zur Voraussetzung für den Erfolg. Die nach innen gerichteten Denkweise des ‘Not Invented Here’ Syndroms würde die erfolgreiche Open Innovation-Strategie verhindern. Auch die Prozesse der Zusammenarbeit müssen geregelt werden, um die Effizienz, aber auch Motivation der Teilnehmer zu sichern. Co-Creation kann man häufiger in der Automobil-Industrie sehen. Beispiele sind Local Motors oder Streetscooter.
  • Managing beyond the organizational hierarchy with communities and social networks at Electronic Arts | opensource.com – Lessons EA’s experience also makes clear the need for management to support mass collaboration—management not in the sense of controlling but in the spirit of working within the community to help members refine their purpose as well as to motivate participation, generate a flow of ideas, and facilitate decisions should the community become deadlocked. Among the key lessons: Support and enable individuals, but don't add to their workload. Empower teams to make recommendations and decisions. Provide an interactive, content-filled platform that will draw people in and keep them interested and engaged Think big: what about communities of customers, partners, IT staff, and the entire business ecosystem? But start small: kick off 4-5 pilots to get started Establish governance and a competency center, but allow communities sufficient autonomy to spawn, scale and thrive The platform and toolset are critical success factors Get help and find leverage to jumpstart the platform. At a very minimum, communities should get people talking and sharing!
  • Reimagining capitalism—as principled, patient, and truly social | opensource.com – It’s time to radically revise the deeply-etched beliefs about what business is for, whose interests it serves, and how it creates value. We need a new form of capitalism for the 21st century—one dedicated to the promotion of greater well-being rather than the single-minded pursuit of growth and profits; one that doesn’t sacrifice the future for the near term; one with an appropriate regard for every stakeholder; and one that holds leaders accountable for all of the consequences of their actions. In other words, we need a capitalism that is profoundly principled, fundamentally patient, and socially accountable.
  • The Innovation Matrix Explained: Innovation Competence « Innovation Leadership Network – Elements of Innovation Competence As is the case with Innovation Commitment, we don’t have a system yet for quantifying Innovation Competence. While the core metric should be something like how many new ideas you execute and diffuse successfully, here are some questions you can ask to assess where you currently are along this dimension:

    How many new ideas do you successfully execute and diffuse?

    Are you good at all the components of the idea management process?

    Do you practice different forms of innovation?

    Do you practice both small and large innovation?

    Do you have an innovation portfolio

    Does your firm have a culture of systematic experimentation?

    Does your firm learn from failure?

  • A scenario is a description of a persona using a product to achieve a goal, they describe an instance of use…in context. (Contagious ideas by PSST : spreading 2.0 social innovation. Edited by jérémy dumont, strategic planner in FRANCE) – Why Use Them There are a number of reasons that scenarios are useful for experience design. They can provide a vehicle for communication as well as a mechanism to explore design solutions. They help mediate the thinking and communication required in design. They are concrete yet flexible enough to change and morph in detail as the project progresses. They help us understand the flow of experience and are tools for thinking about design (they help us reflect and reason) They help us present and situate solutions They help identify potential problems They are easily understandable by all stakeholders as they are story-like They can provide rich descriptions of use in context which can spark ideas and help inform design They help determine if the design solution is appropriate They can help us see social factors and help understand a users multi-channel experiences (i.e.z on and off-line_
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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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Bookmarks for March 20th from 15:28 to 17:53

Social business pinboard links for March 20th, syndicated automagically:

  • The Hard Science of Teamwork – Alex "Sandy" Pentland – Harvard Business Review – patterns as a way of making sense of group behaviour (and I'd say emergent phenomena galore)

    "People should feel empowered by the idea of a science of team building, The idea that we can transmute the guess work of putting a team together into a rigorous methodology, and then continuously improve teams is exciting. Nothing will be more powerful, I believe, in eventually changing how organizations work."

  • The Architecture of a Social Business : Enterprise Irregulars – Elements of a Social Business Architecture
    - Social Media Platforms
    - External Social Business Services
    - Service Delivery
    - Social Foundation
    - Systems of Engagement
    - Systems of Record
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Bookmarks for March 11th from 20:22 to 20:22

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

  • The essence of social business patterns – Business patterns of repeatable behaviour and consistent use of methodology or tools Technical patterns of business enablement through provision of platforms Integration patterns that exploit rampant connectivity, API and SDK model Agile patterns that embrace iteration and enable constant innovation Customer experience and UX patterns that redefine business models purely from the perspective of the customer/user Ecosystem patterns that both map and enable the complex systems of business without borders
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Upcoming: Social Business Jam …

it’s the thing to (virtually) attend the next three days – and it starts tonight. Guess who’s on the list of guests

It will be interesting to see which one’s of the following topics will gather most interest and action:

  • Building the Social Business of the Future
  • Building Participatory Organizations Through Social Adoption
  • Using Social to Understand and Engage with Customers
  • What does Social mean for IT?
  • Identifying Risks and Establishing Governance

Indeed these are the pre-planned forums where people are invited to join, discuss and contribute – I will participate mainly in the strategy tracks as I call them (“Building the Social Business of the Future” and “Building Participatory Organizations Through Social Adoption”) hoping to discuss ideas, arenas of possible uses etc.

After all it’s not about Enterprise 2.0, Web 2.0 and the Social Web by themselves but about corporate uses of it all, where the usage can regularly span corporate boundaries (even when many things are happening behind some sort of firewall it must not stop there).

So timely this Social Jam is well, huh? Well, it’s probably quite an example of using social software for innovation and idea management across traditional boundaries (who is allowed to participate, who can manage to be there, etc.), that allows wide participation (that said – it starts at 10 AM EST, which is about 4 pm my time, hence thankfully not as early as for people on the West Coast …).

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