Business Interaction Management

BPM is hot, but has some limitations and deficiencies. In this presentation, we explore the need for a more interaction-focused approach that we call Business Interaction Management (BIM)

In recent posts we've described a massive institutional transformation that will occur as part of the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning. The core questions we all need to address are: who will drive this transformation? Who will be the agents of change? Will it be institutional leaders from above or individuals from below and from the outside of our current institutions?

There's an orthodoxy in Enterprise 2.0 circles about how you're supposed to run an implementation. The orthodoxy goes something like this: Start with small-scale pilots, define your business objectives, watch the pilots closely, evaluate their success, make a go/no-go decision. (A good recent articulation of this view is in Chris McGrath's post on 8 Tips for a Successful Social Intranet Pilot.)

Real solutions and progress emerge when we are able to unify apparently conflicting views on the same reality. Do emergent social software platforms (ESSPs) provide a context for this to happen?

I've seen a bunch of posts bubble up over the past few days that are really sparking my curiousity about what is really going on with Twitter, so I need to do a little brain dump. Bear with me.

Times are tough for many businesses, yet some are holding their own, even thriving. Best Buy, Cisco, Target, Starbucks, and Jones Lang LaSalle come to mind. How do they do it? According to a new book by Harvard Business School's Ranjay Gulati, it is customer-centric firms-those with a so-called outside-in perspective-that are most resilient during turbulent markets.

In order to make correct decisions, you must understand the context. And in order to understand the context, you better have hands-on experience. It all makes sense. But is it always true?

In business, most investment decisions are based upon a Return on Investment (ROI) analysis. This is OK as long as the assessment of the potential outcome can indeed be made in a realistic and objective way. Otherwise it simply becomes a leap of faith or the false excuse for not investing.

Networks bring the promise of linking us to uniqueness and diversity, but our human feelings too often guide us towards uniformity and average thinking

"The quality of a social network depends upon the level of ownership the different actors have over their own participation. A necessary condition for success, but is it sufficient?"

"In the past, knowing or finding the right answer was enough to solve a problem. In the future of work, the right answers no longer exist.

"Collaboration in distributed work teams already brings numerous challenges. However, it will get even worse in our future work environment."

While contracting external services, such as consulting advice, we largely underestimate to what extent our own attitude and behaviour will determine the quality of the service delivered. You get what you are.