Learning from Dell

Customers are in control. Work with them and learn from them. Real conversations are two-way. Think before you talk—but always be yourself. Address any form of dissatisfaction head on. Be aware that any conversation can become global at any time. Size doesn't matter—relevance does. Just as one journalist can trigger a newscycle, one blogger can do the same. Don't be afraid to apologize. Develop direct links to customer community (IdeaStorm for Dell), listen for how we can improve. One customer is part of many communities. Teamwork, transparency and frequent consistent communication are key in this new world. No shortcuts are possible. Implementing business change requires much effort across departments.

Engage our people to make it work

open government initiative sounds good in theory, the statute is still too vague:

problem is a loophole in the Open Government Directive itself. By asking agencies to only inventory their “high-value” data it gave them an instant out for just about anything.

Mit dem Schwarmverhalten von Bienen, Ameisen, Fischen und Vögeln hat die Sache allerdings nicht immer viel zu tun. Und auch, dass Menschen, über große Entfernungen hinweg, selbstorganisiert und ohne zentrale Lenkung miteinander kooperieren, ist kein ganz neues Phänomen. Der Mechanismus der Preisbildung auf Märkten, wie ihn Adam Smith mit seiner Theorie der "Unsichtbaren Hand" beschrieb, ist das Paradebeispiel für eine solche Form kollektiver Intelligenz.

Smart Crowd: Der Durchschnitt macht's

Geschichte der Soziologin Kate Gordon. Sie führt, noch in den zwanziger Jahren, ein einfaches Experiment durch. Gordon bittet ihre Studenten, eine Handvoll Gegenstände nach dem geschätzten Gewicht in einer Reihe anzuordnen. Zweihundert Kandidaten lässt sie diesen Test absolvieren. Am Ende zählt sie zusammen, ermittelt den Durchschnitt der Schätzwerte. Und da ist es passiert. Zusammengenommen hat die Gruppe der zweihundert Studenten eine Trefferquote von 94 Prozent.

While their overall assessment anticipates that humans’ use of the internet will prompt institutional change, many elaborated with written explanations that expressed significant concerns over organization’s resistance to change. They cited fears that bureaucracies of all stripes – especially government agencies – can resist outside encouragement to evolve. Some wrote that the level of change will affect different kinds of institutions at different times. The consensus among them was that businesses will transform themselves much more quickly than public and non-profit agencies.

Many selected the “change” option, but said they were not sure drastic change will occur in organizations by the 2020 time frame. They said the most significant impact of the internet on institutions will occur after that. Some noted this change will cause tension and disruption.

1. Ideals beat strategies.

2. Open beats closed.

3. Connection beats transaction.

ady see a complete feed of TopTweets via Twitters new account that retweets the most buzzing updates from every Twitter users.