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The smarter enterprise — Online Collaboration
One more intruiging question. Has online collaboration make u, ur collegaes and your team smarter. What about your competitors outside and inside your enterprise.
Found at The smarter enterprise — Online Collaboration.
Enterprises spend $270 billion on software every year, yet some can’t even calculate the number of employees in their organizations. Shocking?
Read all at The smarter enterprise — Online Collaboration.
Photocredit: http://showmeabike.blogspot.com/
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So We Adapt. What’s the Downside? — HBS Working Knowledge
Found at So We Adapt. What’s the Downside? — HBS Working Knowledge.
Adaptability is a current byword in a world filled with uncertainty at all levels, including that of the individual. We adapt by listening to and heeding customers. We adapt by delegating authority, often to teams operating at the lowest levels of the organization
Read all at So We Adapt. What’s the Downside? — HBS Working Knowledge.
Photocredit: blackmamba112
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- Social Organizations and IT Leadership: Resources (AuthenticOrganizations.com)
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Collaboration and Competition
Regular readers know that i believe in collaboration, but – being a biker – please note that everyone benefits if there is a productive tension.
Found at Collaboration and Competition.
Although most of us wouldn’t hesitate to admit that collaborationimplies some kind of competition for most employees and teams, understanding how collaboration works as an organized distributed task chain is a good strategy and approach to collaboration implementation that will prevent our employees to compete among them
Read all at Collaboration and Competitio
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Green Chameleon » Trends in Knowledge Management
Found at Green Chameleon » Trends in Knowledge Management.
raditionally, KM was more often than not a top-down driven approach. For example, document taxonomies and knowledge sharing procedures were defined; identified experts shared their knowledge in defined communities.
Today, we can identify six strong trends that lead into new concepts of knowledge sharing and collaboration:
Exploring
People are inherently curious for more based on their interest: a) Social media allows us to discover new content which is shared by our peers, friends, etc. b) Social computing empowers people to access information that is related to their interests and scope of work. These services support employees gain faster a deeper and broader expertise complementing classic (expensive) training. This open doors to informal and contextual learning; a more costs effective training.
To be continued at http://www.greenchameleon.com/gc/blog_detail/trends_in_knowledge_management/
Photocredit: http://pedalfar.tumblr.com
Related articles
- Leveraging Organizational Knowledge: “Three dozen knowledge sharing barriers” compared with my “cultures not conducive to knowledge sharing” (leveragingknowledge.blogspot.com)
- Rewarding and recognizing knowledge sharing (Gurteen Knowledge) (gurteen.com)
Recommended: Duperrin’s Link for this week (at last someone gets 21st century knowledge sharing)
- Image by Choconancy1 via Flickr
Recommended: Links for this week (weekly) – Hayes Knight: at last someone gets 21st century knowledge sharing “… http://ht.ly/18S7cn
Working in a knowledge intensive enviroment as a contact center, I really have to admit. That in that discipline – at least in the Netherlands – we do not acknowledge the fact that our customers have access to Google, can surf any 1.0 website and are becoming more and more social.
Photocredit: jeremyhughes
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- Is information sharing a visceral need or a lucky good practice ? | Bertrand Duperrin’s Notepad (duperrin.com)
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- Hayes Knight: at last someone gets 21st century knowledge sharing (accmanpro.com)
- Which future for middle managers ? | Bertrand Duperrin’s Notepad (duperrin.com)
- Enterprise 2.0 and HR : an incredible waste ? | Bertrand Duperrin’s Notepad (duperrin.com)
Recommended Are All Employees Knowledge Workers? John Hagel III, John Seely Brown, and Lang Davison @ Harvard Business Review
- Image by AlphachimpStudio via Flickr
We live in a world of haves and have nots. No, not the kind you might imagine. These people reside within our companies. We increasingly group the people in our firms into two classes: those who have knowledge and talent and, by implication, those who do not. This segmentation is misleading and damaging to firms in the long run.
Ask executives to identify the talent within their firm and many will focus on the top tiers of management. Often, they will include in this august group the “high potentials” being groomed for leadership roles. Sometimes, they will extend the boundaries to include “creative talent” or “knowledge workers“. But then there is the rest of the workforce.
When talking about talent, many executives focus on what Richard Florida calls the “creative class”: engineers, scientists, architects, educators, researchers, coders, artists and, more broadly, knowledge workers.
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- Education for Creatives, Solvers, and Makers Oh My! (k1v1n.com)
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- Creativity’s brief moment in the sun (cultureby.com)
- What Really Motivates Knowledge Workers (hbr.org)
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Looking at Arthur Shelley’s Removing Barriers to Knowledge flow
- Image by Desirée Delgado via Flickr
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- Information Overload, Knowledge Underload? (laf.ee)
- Thomas Friedman on John Hagel’s Knowledge Flows (stoweboyd.com)
- Medt7462slideshareaasenhonakerlimbaugh 100307075305 Phpapp01 (slideshare.net)
- Are Your Sources of Strategic Advantage Eroding? (blogs.harvardbusiness.org)
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