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 April 5th from 12:55 to 15:05

Social business pinboard links for April 5th, syndicated automagically:

  • References+ von Siemens BT: Die Fallstudie auf e20cases – References+ ist eine Web-Anwendung zum weltweiten Austausch von Wissen, Erfahrungen und Best-Practices innerhalb des Siemens-Intranets. Nicht die IT-Anwendung als solche, sondern die derzeit ca. 8.100 Mitglieder umfassende Nutzer-Community bildet den Hauptfokus zum effizienten Wissensaustausch. Im Sinne von „Social Networking“ möchte References+ Siemens-Mitarbeitende über organisatorische, hierarchische und geographische Grenzen hinweg vernetzen und diese zur direkten Kommunikation untereinander animieren. Es kann beobachtet werden, dass der dadurch initiierte Wissenstransfer nicht nur über die Anwendung, sondern auch parallel dazu über rein bilaterale Kommunikation stattfindet.
  • Collaborative BPM: Key components for success – TIPS FOR SUCCESS WITH COLLABORATIVE BPM In terms of managing the human element, Palmer says it is vital to have someone to assist the process. But he emphasizes that the person filling that role should function as a facilitator, rather than as a dictator. “You will never achieve a situation where everyone is equal in the process, but you need someone to focus on democratizing it as much as possible,” he says.
  • Innovative initiatives and challenges on management – 1- Eliminate the pathologies of the formal hierarchy
    2- Redefine the work of leadership
    3- Reduce fear and increase trust.
    4- Expand and exploit diversity
    5- Expand the scope of employee autonomy.
    6- Create an internal market for ideas, talent and resources

    These are some of the challenges that will be released every day if we want that the ideas overcome barriers due to its implementation. The bet on creativity has to be done and win.

  • Netz-IQ: In der Gruppe intelligenter als einzeln | doubleYUU GmbH & Co. KG – Auf der einen Seite kluge Gruppe, auf der anderen Seite der tumbe Mob? Wie ist diese Diskrepanz zu erklären? Für ihre Untersuchung nutzten die Forscher einen Intelligenztest, der auf abstrakt logischem Denken basiert, die soziale Intelligenz wird also nicht  gemessen. Daher lässt sich die vermeintliche Gruppenintelligenz nicht auf gesellschaftliche Fragen übertragen. Das Web 2.0, in diesem Fall Facebook, bietet vielen die Möglichkeit als „Opinion Leader“ aufzutreten und Gruppen zu bilden. Diese Gruppen sind zwar ähnlich, wie in der Untersuchung von Microsoft, homogen; befassen sich aber mit Fragestellung bei denen es nicht darum geht logisch zu denken sondern zwischen gesellschaftlich falsch und richtig zu entscheiden. Das ist in der Gruppe genauso komplex, wie für eine einzelne Person, egal ob off- oder online.
  • CK2C Communities Guide – home – Capitalizing Knowledge, Connecting Communities (CK2C) Communities Manual Welcome! CK2C and FRAMEWeb.org have developed this online manual to support communities and collaboration. CK2C is a US Agency for International Development project to strengthen knowledge sharing and learning in natural resources management. We have compiled the resources on this site from the US Agency for International Development , building from the "Communties@USAID Technical Guide" and other sources, as a one-stop manual for starting, maintaining and closing down online communities. It is a work in progress and we are looking for feedback. For comments or to request permission to edit pages – please write to frame@dai.com
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