Group items tagged

Pull back the tent flaps and Cisco citizens are blogging, vlogging, and virtualizing, using social-networking tools that they've made themselves and that, in many cases, far exceed the capabilities of the commercially available wikis, YouTubes, and Facebooks created by the kids up the road in Palo Alto.

Hi John, I use Diigo as a kind of information-management tool, and I see it's great novelty in keeping the connection between the information and its source. It's indeed the only tool available that lets me interact with the source itself - highlight text, add my notes on specific highlights, comment on the whole page, tag it for later, and share it with others. I also like it's search and viewing capabilities. About the social aspect - I notice that some people, while not great writers themselves, are very good in picking out the highlights from any given text and tagging it. You can easily notice that at delicious, digg and clipmarks. On a wider perspective, imagine that top thinkers, scientists and other inspirational people start to use Diigo, and share some of their I know I for one would like to follow what Noam Chomski and Kevin Kelly are reading and finding worthy. Posted by: eyalnow.wordpress.com March 11, 2007 11:04 PM

“Basecamp is so simple you can't do anything wrong. It's addictively easy-to-use.” -Robert Hof, BusinessWeek

Thursday, Feb. 15, 2007 Getting Rich off Those Who Work for Free By Justin Fox

It might seem very odd to look to a long-dead Russian anarchist for business advice. But Peter Kropotkin's big idea--that there are important human motivations beyond what he called "reckless individualism"--is very relevant these days. That's because one of the most interesting questions in business has become how much work people will do for free.

he proposed in his 1902 book, Mutual Aid: A Factor of Evolution, that the survival of animal species and much of human progress depended on the tendency to help others.

At the same time, a recent InformationWeek survey of IT departments are showing considerably wariness for doing the same thing inside the firewall with employees, with over half being either skeptical or wary of the utility of Web 2.0 apps in the enterprise.  The biggest concerns: Security, little expertise with Web 2.0 products, integration issues, and unclear ROI top the list.  In other words, the group inside most organizations that's most familiar with IT and software, is thinking carefully before deploying things like Enterprise 2.0. This is an interesting contrast, with a growing list of companies cautiously but clearly testing out the Web 2.0 waters with their customers while remaining largely on the fence for its use inside the enterprise.  Certainly, many organizations likely believe that consumer facing sites that extensively leverage user generated content, mass participation, and social networking have been proved to work on a large scale by sites like MySpace and YouTube.  And that organizations have already purchased and deployed countless IT tools that were already designed support internal business processes, ad hoc collaboration, and information capture and storage.    Another probably contributor to the increasing use of customer-facing Web 2.0 applications by large organizations is simple competitive pressure.  This is something that IT departments have only recently started facing in a serious fashion with outsourcing and other budget diversions in the enterprise as business units decide that they can do better by pitting their internal IT suppliers with external ones.  Thus, because of industry competition, a company's external products tend to improve faster and be more innovative since the concern over the displacement and dislocation of falling behind one's competitive peers is often pronounced in many industries.  Competition is usually much less, and often non-existent, for internal IT products.

it doesn't help us understand if Web 2.0 concepts like crowdsourcing actually work well in the enterprise.  For one thing, instead of recruiting people who have previously had no relationship with you and cost-effectively aggregating their time together to create large levels of new output, employers have a zero-sum game with Web 2.0 inside the firewall.

the best that Web 2.0 and Enterprise 2.0 applications like blogs and wikis can do it increase the productivity of existing business processes by improving efficiency as well as allowing them to self-improve through emergent structure and behavior.

At the same time, a recent InformationWeek survey of IT departments are showing considerably wariness for doing the same thing inside the firewall with employees, with over half being either skeptical or wary of the utility of Web 2.0 apps in the enterprise.  The biggest concerns: Security, little expertise with Web 2.0 products, integration issues, and unclear ROI top the list.

  Another probably contributor to the increasing use of customer-facing Web 2.0 applications by large organizations is simple competitive pressure.  This is something that IT departments have only recently started facing in a serious fashion with outsourcing and other budget diversions in the enterprise as business units decide that they can do better by pitting their internal IT suppliers with external ones.

Collaboration is een trend die zich de volgende maanden en jaren meer en meer zal manifesteren op de werkvloer. Als management professional actief in een Human Resources, Knowledge, IT Architecture, Business Intelligence of Technologische omgeving wenst u maar een iets: het maximum halen uit de kennis en expertise die aanwezig is onder de medewerkers binnen uw bedrijf.Aan de hand van boeiende lezingen, bruikbare informatie, demonstraties van de aanwezige sponsors alsook massa's bruikbare tips helpen we u op weg om dit gegeven maximaal toe te passen op uw werkvloer. Dit event is zeker een unieke gelegenheid om ervaringen te delen met de andere bezoekers en uw netwerk uit te breiden.

They should support it both philosophically and financially, ideally even working remotely themselves. Managers who try to make virtual work look as much as possible like office work–establishing standard hours

Team members communicate regularly by phone. No matter what mix of communications technologies are used–email, IM, videoconferencing, phone–I’ve found that it’s the telephone that binds people together best in the absence of face-to-face meetings.

Team members check in with each other frequently throughout the work day.

Here are the three mistakes that cripple brainstorming. No trained facilitator. One of the key tenets of Osborn's approach is assigning a trained facilitator to guide the sessions. But most corporate brainstorming is led by someone who has little understanding of the process or by a manager who has a vested interest in the outcome. "People are uncomfortable sharing wild ideas in front of their boss,"

"Some of the best brainstorming sessions I've been involved in asked me to send my ideas via e-mail before we came together," Wilson says.

Information is the substance of their work and more information is the output of their work: Research, proposals, priorities, direction and decisions?

knowledge is gained and shared

how people actually work

confluence

simple items which can interact and be managed with one other