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A digitális üzleti innováció irritáló lehet, lehetnek visszapattanások, de hinni kell magunkban, hinni kell a változtatásra való képességben!
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Új üzleti modellekben gondolkodjunk, ne technológiában!
Create a collaboration platform – join producers and customers. Executives are not good in thinking this way!
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Rather than looking always for better, faster, and cheaper, organizations can capture and quantify value that arises from the random encounters of individuals with each other, or with ideas, that lead to innovations that no enterprise architect or ROI calculation could anticipate.
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One chief innovation officer observed to me that, were a potential collaborator to view their external web site to understand where the company was focusing its research and development, they would come away stymied. The compelling conversations they host inside never are reflected, externally, in a way that others can grasp. As a result, they miss an untold number of opportunities to collaborate. They have to work a lot harder to attract talent and the genesis of new ventures.
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Automattic has one of the most unusual employee cultures of any startup we've ever heard of. And it begins with the hiring process.
"The unusual process starts from the get-go: the CEO does the grunt work. Mullenweg screens all applicants, spending one-quarter to one-third of his time on hiring. That way, when a hiring manager gets a resume, it comes from Mullenweg, and the person is already pre-approved by the CEO."
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"the long-term trend toward connection, dignity and possibility will continue" "The project you've been working on will begin to pay off in unexpected ways, if you're open to seeing them"
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EY and LinkedIn will collaborate to create products and services that build on the strength of LinkedIn’s business platform, combined with EY’s consulting capabilities with global enterprises.
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This is an article about key issues in Knowledge Management (KM). It is one person's view about some of the main issues dividing practitioners about how to pursue KM, comprehend it, and eventually realize its value. I cannot, of course, cover all of the main issues here. In fact, my view of what they are may not be shared by other writers in the field. Nevertheless, I hope to cover enough of them to provide a good introduction to newcomers and a reminder to experienced practitioners that there's still a long way to go before we have agreement on basic matters concerning us.
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Social networking took root in the consumer market with LinkedIn, Facebook and Twitter. Now, the same capabilities have moved into the enterprise environment. One of the most promising areas for social networking is innovation, which often depends on finding and collaborating with the right colleagues. Social networking can help individuals find others in their company who share common interests and answer the important question of 'who knows what.'...
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So great advances often combine both elements: Close collaboration and the opportunity to stumble across people who have access to useful knowledge through second and third degree links.
Smart organisations want to make the most of their people. Five year’s ago Vodafone’s CEO recognised that their SharePoint based Intranet had too much one way communication, no real social element, was hard to use and things were difficult to find. His aim was to cut costs, share knowledge and help his people find experts to answer questions internally without having to go outside of the organisation. Vodafone could see the social media sharing culture that was going on in the wider world and they wanted to bring that style of culture inside the company. I sat down with Stanley Awuku, Vodafone’s Internal Digital Experience Manager, and one of the speakers at our upcoming Enterprise Digital Summit, to hear more about their story.
Via Dr.-Ing. Carsten Rose
A key part of the Seek > Sense > Share framework for PKM is to find new ways to explain things, or add value to existing information.
Via Becky Roehrs
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As an industry we have made a habit of making a complex business even more complicated by applying solutions of the past instead of embracing the opportunities digitization can provide us all today.Current problems include: - Inconsistent data and inequitable sharing of information across supply chains
- Continued “blind spots” across organizations and geographic boundaries
- Complex, cumbersome and often expensive peer-to-peer messaging
- Too many manual, time-consuming processes that increase costs and delay cargoes
- Inefficient clearance processes which can open the door to fraud
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Remote isn’t for everyone, but it’s worked well for us. Here’s how we succeed as a distributed team.
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These highly innovative leaders initiated warm, collaborative relationships with the innovators who worked for them. They made themselves highly accessible. Colleagues knew that their leader would cover their backs and not throw them under the bus if something went wrong.
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Part of the problem is that as soon as anyone speaks, they contaminate the memories of everyone else in the room. That is why it is so important to get people to work alone to generate ideas before the group comes together. That said, even if you have lots of great material to work from, there are four personality characteristics that can hurt the chances that the group will succeed at finding a great idea.
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Here are eight categories which can be used to describe and organize ESN groups: COLLECTS - Community of Practice, Organization, Location, Language, Event, Community of Interest, Team, Support.
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Employees log on to find information faster, exchange ideas, and ask questions -- 54% percent of which are answered within one hour and 92% of which are answered within 24 hours.
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New research reveals how social networks are practically supporting the work that firms do.
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For one national hamburger chain, internal Yammer talk and listening to Twitter altered a new product. The Serendipity Economy can demonstrate value...
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If managers want employees to feel their ideas can be heard and listened to, there’s a lot to be said for an ESN.Microblogs and Ideas Portals provide colleagues with a space to express their ideas, and for these to be discussed by their peers. Of course, not all of these ideas and discussions will end up being used, but of those which do have legs, ESN can help them run.
Communities of Practice [CoPs] are are viewed as an excellent way to discover, share and keep key knowledge in the organization -- especially critical tacit/informal knowledge that is hard to document and retrieve. When management decides to implement CoPs they usually take an approach similar to drawing the organization chart -- they start slotting people into groups/communities where they "should be." This method is rarely successful because it ignores the many relationships, knowledge exchanges, and information flows that have already emerged around any capability, skill, interest, or process in an organization.
Via Dr.-Ing. Carsten Rose
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Companies today see conventional intranets as obsolete. To find success in the modern workplace, businesses must go beyond B2E to redefine the role of social intranet. Read the analyst report to learn more.
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Június végén alkalmam volt részt venni a Gartner üzleti reggelijén, ahol az új technológiákat felhasználó innováció és a nagyvállalatok kapcsolata volt a beszélgetés alapja, és erről tartott érdekes előadást Darren Topham.
Írtam már róla néhányszor:
Miért fontos a pizzák száma?
Kulturális változás – digitálisan?
Új üzleti modellekben gondolkodjunk, ne technológiában!
Most az utolsó pont kerül sorra, ami általában problémát okoz.
Kicsiben (emlékszünk: 2 pizza!) és új kulturális közegben létrehoztuk az innovatív, digitális terméket vagy szolgáltatást. Eddig rendben! Hogy lesz ebből a tízezres (százezres) nagyvállalat terméke vagy szolgáltatása? Egyszerű: növelni kell a méretet, a mennyiséget! És itt akadnak el a dolgok, itt halnak meg a nagyszerű kezdeményezések!
Addig “egyszerű” volt, hogy a cég vezetése adott pénzt, időt és szabadkezet a koncepció kidolgozására, a prototípus kifejlesztésére. Eközben egész más szabályok és kultúra alapján működött a kis csapat, mint a cég többi része. Hogyan tovább?
A digitális üzleti innováció irritáló lehet, lehetnek visszapattanások, de hinni kell magunkban, hinni kell a változtatásra való képességben! A cégkultúrával kell kezdeni, mert különben az lesz a legnagyobb akadály.
@Gartner_inc @itangohu #digital #Gartner #digital #digitaltransition #collaboration #growth #innovation
(Forrás: Darren Topham előadása)