Skip to main content

Home/ ORG 2.0/ Group items tagged must

Rss Feed Group items tagged

Filter: All | Bookmarks | Topics Simple Middle
Enrique Rubio Royo

The Content Economy: Why traditional intranets fail today's knowledge workers - 0 views

www.thecontenteconomy.com/...tail-of-information-needs.html

shared by Enrique Rubio Royo on 14 Oct 11 - Cached
  • inputs and outputs of knowledge work – which is information and knowledge – vary from time to time, from situation to situation
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      K siempre bajo contexto
  • Knowledge work is also less structured and the structure of knowledge work typically emerges as the work proceeds.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      actividades o interacciones tácitas (complejas)
  • In a knowledge-intensive business environment,
  • ...56 more annotations...
  • very hard or even impossible to anticipate in advance what information is needed
  • You simply cannot know what information will be relevant before the moment you need it.
  • We also need to have immediate access to anyone who might possess the knowledge and information we need but which is not captured
  • often because it is hard to capture or simply does not allow itself to be captured (tacit knowledge) and exchanged.
  • There’s a long tail of information needs that still needs to be served
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Asumimos que tenemos necesidades de INFO relativas a una larga cola de permanentemente cambiante y virtualmente ilimitada cantidad de INFO . La parte izqda. de la fig. hace referencia a la INFO que necesitamos en las tradicionales actividades transaccionales o procedimentales, y las transformacionales. Se trata de una INFO predecible, de uso frecuente y reutilizable. Situación que nos permite definir, diseñar y producir el tipo y estructura de INFO, así como la INFO requerida antes de que la actividad sea llevada a cabo.
  • Long Tail power graph
  • In the left end of the power graph we have
  • for transformational and transactional activities
  • This information does not change very often and thus can be quite easily reused
  • for commonly performed activities
  • the information needs are predictable
  • This allows us to define, design and produce the type and structure of the information as well as the actual information before the next time the information need arises (the activity is performed).
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Estas son las características que definen los SSII tradicionales, orientados a CONTENIDOS (base de procedimientos + otros recursos digitales).
  • Knowledge work is often a completely different story
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Cuando hablamos de Kwork es otra cosa. La iNFO requerida para activiodades de Kwork, probablemente la encontraremos en la larga cola (parte plana de la figura). Allí se encuentran recursos de INFO usados con muy poca frecuenciaa o incluso que nunca hemos usado con antelación. La INFO que necesitamos varaia de una situación a otra, de un instante a otro (siempre bajo contexto). La INFO varía, así como el tipo y estructura de lso recursos de INFO (hiperfragmentación de la INFO y el K). Ello hace que virtualmente sea imposible definir una INFO reusable con antelación a ser necesitada. La impredictibilidad de la naturaleza del Kwork es la razón por la que necesitamos dar a los K workers acceso a tooda la INFO que existe y que puede ser relevante. Puesto que no sabemos qué puede ser relevante hasta que surja la necesidad ('just in time'), no podemos depositar INFO relevanteen una pila o repositorio. Necesitamos también, proporcionarles con las herramientas adecuadas (proceso PKM) a los K workers. Nuevo Ecosistema de INFO Organizacional (p.e. modelo ECCO Suricata), distinto a los SSII tradicionales orientados exclusivamente a INFO y a recolilar toda la INFO por adelantado.
  • the information needed for a knowledge work activity is likely to be found in the long tail
  • used infrequently or maybe even once
  • impossible to define a reusable information resource in advance before it is needed
  • The unpredictable nature of knowledge work
  • is why we need to give knowledge workers access to all information that exists and that might be relevant
  • We also need to provide them with tools
  • to serve the knowledge workers’ information needs
  • Traditional intranets are not designed for knowledge work
  • changing role of intranets in knowledge-intensive businesses
  • These intranets need to provide flexible access to both information and people
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      Modelo Suricata- Ecosistema Complejo de Conocimiento Organizacional (ECCO)
  • The intranet needs to be turned into an “information broker platform” where information is freely and easily created, aggregated, shared, found and discovered at minimal effort.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Necesidad de rediseñar la intranet tradicional en las ORGs intensivas en INFO y K: la intranet debe transformarse en una plataforma 'broker' de INFO, donde la INFO es libre y fácilmente creada, agregada, localizada y descuberta con el menor esfuerzo, pero sobre todo debe faciltar la COMPARTICIÓN y COLABORACIÓN. Sin embargo, la mayoría de las intranetstratan de ayudar a las personas que llevan a cabo actividades predefinibles y repetitivas (plataformas 'push'), pero son totalmente disfuncionales para el K work. No es una coincidencia, pues, que las intranets jueguen un papel marginal en el trabajo diario. La INFO que los Kworkers necesitan no puede conocerse por adelantado y por lo tanto atendida por la intranet tradicional. Será crítico que los K workers tenga acceso a toda la INFO disponible, qde modo que cubra las necesidades de INFO altamente variables, extensivas e impredecibles de los K workers.
  • Such an intranet gives everybody access to all information which is available and make room for virtually infinite amounts of information.
  • However, most of today’s intranets primarily consist of
  • They aim to serve people who perform predefined and repeatable tasks
  • push platforms
  • but they are quite dysfunctional for knowledge work
  • intranet plays a marginal role in their daily work
  • It’s not a coincidence that
  • The information that knowledge workers need can often not be anticipated and served by a push-based intranet
  • It is also critical that they have access to ALL information that is available
  • intranet that needs to serve the highly varying, extensive and unpredictable information needs of knowledge workers.
  • To conclude
  • push-based production model
  • assumes that all information resources on the intranet must be produced in advance
  • Knowledge workers need a social intranet
  • social intranet
  • paradigm change
  • is not just about adding a layer of social collaboration tools
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Los K workers necesitan una intranet SOCIAL (cambio de paradigma). No se trata de simplemente añadir una capa de herramientas de colaboración social; se trata de una plataforma que combina la pòtencia de l modelo 'push' con la del 'pull' para suminstrar a cualquiera que participe y contribuya con una 'empresa expandida' con la INFO, K y conecxiones que ellos necesitan para tomar las decisiones correctas y actuar para alcanzar plenamente sus objetivos. Debe equipar a cada Kworker con las herramientas que le permitan participar, contribuir, descubrir, conectar, crear (APRENDER), para compartir y coolaborar 'entre iguales'. La intranet social es una plataforma 'pull' con mecanismos para atraer de manera automática INFO y PERSONAS relevantes a cada cuál, que permitan superar la 'sobreabundancia de INFO' , mediante los oprtunos 'RADARES' y 'FILTROS', así como herramientas para la 'CURACIÓN de CONTENIDOS' alrededor de 'tópicos' concretos. La intranet social, también debe contemplar la adquisicion de INFO y PERSONAS relevantes mediante 'SERENDIPIA' (por casualidad). Necesitamos implícita y explícitamente compartir lo que hacemos y conocemos con otras personas en nuestras redes, con personas que compartan nuestros intereses. "La larga cola de iNFO soporta el núcleo del actual modelo de negocio intensivo en K: el trabajo del conocimiento ( K work).
  • it is a platform that combines the powers of push with the powers of pull to supply anyone who participates and contributes within an extended enterprise with the information, knowledge and connections they need to make the right decisions and act to fulfill their objectives
  • It equips everyone with the tools that allows them to participate, contribute, attract, discover, find and connect with each other to exchange information and knowledge and/or collaborate
  • enabling employee-to-employee information exchange.
  • A social intranet must necessarily be designed for information abundance.
  • "more is more" paradigm
  • the social intranet is a pull platform with mechanisms for automatically attracting relevant information and people to you
  • sensation commonly called information overload
  • the problem is not the amount of information but rather that the filters
  • We need to get the filters in place
  • The social intranet also has an important part to play when it comes to supporting serendipity
  • We must have ways that “automagically” attract useful information and connections to us
  • We just need to implicitly and explicitly share what do and know to other people in our networks, to people who share our interests, or to people who happen to pass us by at any other kind of cross-road.
  • push-based production mode
  • the long tail of information supports the core of a knowledge-intensive modern business: the knowledge work.
  • Knowledge work is about
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      ORGs cada vez mas intensivas en K. Kwork relativo a actividades tácitas(p.e. resolución de problemas, investigación y trabajo creativo, interacción y comunicación con otras personas, etc). Por naturaleza, es menos predecible y repetible que el tradicional trabajo industrial. Las entradas y salidas (INFO/K) siempre bajo contexto, y cambiantes. Kwork menos estructurado y la estructura del Kwork emerge tal como se desenvuelve el trabajo. En un entorno intensivo en K, muy dificil o casi imñposible anticipar por adelantado que INFO vamos a necesitar. No podemos saber qué INFO va a ser relevante en el momento que la requiramos. Necesitamos poder acceder de manera inmediata a cualquiera que pueda poseer el K e INFO que necesitamos, pero el cuál -k- es dificil de captuirar e intercambiar (K tácito).
Enrique Rubio Royo

Communication Nation: The connected company - 0 views

communicationnation.blogspot.com/...connected-company.html

complexity Enterprise2.0 ORG2.0 must diseño conectividad

shared by Enrique Rubio Royo on 03 Nov 11 - No Cached
  • The average life expectancy of a human being in the 21st century is about 67 years. Do you know what the average life expectancy for a company is?
  • Why is the life expectancy of a company so low? And why is it dropping?
  • A machine typically has the following characteristics
  • ...78 more annotations...
  • As companies grow they invariably increase in complexity, and as things get more complex they become more difficult to control.
  • As you triple the number of employees, their productivity drops by half (Chart here)
  • This “3/2 law” of employee productivity,
  • Surely we can do better?
  • The secret, I think, lies in
  • understanding the nature of large, complex systems, and letting go of some of our traditional notions of how companies function.
  • I believe that many of these companies are collapsing under their own weight
  • It’s designed to be controlled by a driver or operator
  • It needs to be maintained, and when it breaks down, you fix it.
  • works in the same way for the life
  • Eventually, things change, or the machine wears out, and you need to build or buy a new machine.
  • A car is a perfect example of machine design
  • And we tend to design companies the way we design machines:
  • The problem with this kind of thinking is that the nature of a machine is to remain static, while the nature of a company is to grow
  • What happens if we think of it less like a machine and more like an organism? Or even better, what if we compared the company with other large, complex human systems, like, for example, the city?
  • if we stop thinking of it as a machine and start thinking of it as a complex, growing system?
  • Cities are large, complex, systems, but we don’t really try to control them.
  • if we start to look at companies as complex systems instead of machines, we can start to design and manage them for productivity instead of continuously hovering on the edge of collapse.
  • Cities aren't just complex and difficult to control. They are also more productive than their corporate counterparts
  • The Living Company
  • Shell studied 40 large, long-lived companies, some of which were still surviving after 400+ years.
  • these companies had a lot in common with large cities
  • tolerated
  • Ecosystems:
  • decentralized
  • Active listening
  • The boundaries of the company were less clearly delineated
  • local groups had more autonomy over their decisions
  • very active in partnerships and joint ventures
  • Everyone in the company understood the company’s values
  • to keep that culture strong
  • Long-lived companies had their eyes and ears focused on the world around them and were constantly seeking opportunities
  • were connected by a strong, shared culture.
  • watching and listening) and metafilter (information leading to decisive action).
  • we instinctively and intuitively understand that companies are not made of cogs, levers and gears
  • For top management, it would be wonderful if
  • In the end, they are made out of people
  • You have to put your strategy into people if you want to get results.
  • And today, thanks to social technologies
  • today, thanks to social technologies
  • we finally have the tools to manage companies like the complex organisms they are
  • we finally have the tools to manage companies like the complex organisms they are
  • Social Business Design
  • It’s design for complexity, for productivity, and for longevity. It’s not design by division but design by connection.
  • the connected company
  • we must focus on the company as a complex ecosystem
  • a new discipline
  • a set of connections and potential connections, a decentralized organism that has eyes and ears everywhere that people touch the company, whether they are employees, partners, customers or suppliers.
  • but some basic rules are already emerging
  • Social Business Design
  • These emerging rules have less in common with traditional business design, and more in common with urban design and city planning.
  • design for emergence
  • It’s not about design for control so much as
  • You can’t control a complex system, but you can manage its growth, and there are a lot of things you can do that will position it for success. Here are a few of those emerging practices that signal excellence in design by connection
  • Understand the culture
  • you need to understand the culture (or cultures) that are already there, so you can look for ways to enhance and strengthen that shared identity.
  • Start small
  • As you initiate social programs, think of them as if you are designing a city street.
  • The last thing you want is a whole bunch of large, urban areas with no people in them
  • A successful street is filled with people.
  • The smaller the space is initially, the faster it will fill up with people.
  • So start small
  • A good way to start is with an organization-wide project or initiative
  • Spaces need owners.
  • Again, think of the city street: every business or building has an owner.
  • make sure that every online space you create has someone positioned to take care of it, to keep it safe and clean.
  • Every person needs a place
  • every person needs a place to live; somewhere they can put their stuff
  • make sure that every single person has a place where they can put, and see, their stuff: their projects, the links they want to get back to, the documents they have created, their role, qualifications, expertise and so on.
  • A good city street offers opportunities that are unanticipated but serendipitous
  • Jumping-off points
  • Every time someone visits an online space, there’s a chance to offer them something new.
  • Design by connection is not a top-down activity so much as bottom-up
  • Watch, listen, adjust and adapt
  • Complex systems just don’t work that way
  • Think about how city streets evolve: one small step at a time.
  • Pay attention to the culture, and watch how people react to the tools you provide.
  • The typical company has a very short life, from 15 to 50 years. But cities – and some companies – live much longer lifespans: from hundreds to thousands of years. Wouldn’t you like that for your company? I know I would
  • Enrique Rubio Royo on 03 Nov 11
     
    Excelente post en el que de una manera muy clara muestra la necesidad de una nueva mentalidad acompañada de un nuevo diseño (como un organismo) para las ORGs. Excelentes también las figuras, su diseño.
Enrique Rubio Royo

Harold Jarche » A framework for social learning in the enterprise - 0 views

www.jarche.com/...ial-learning-in-the-enterprise

jarche learning social framework sociallearning enterprise how-to

shared by Enrique Rubio Royo on 28 Sep 10 - Cached
  • The social learning revolution has only just begun. Corporations that understand the value of knowledge sharing, teamwork, informal learning and joint problem solving are investing heavily in collaboration technology and are reaping the early rewards.
  • Why is social learning important for today’s enterprise?
  • All organizational value is created by teams and networks.
  • ...42 more annotations...
  • Social learning is how groups work and share knowledge to become better practitioners. Organizations should focus on enabling practitioners to produce results by supporting learning through social networks
  • Wirearchies inherently require trust, and trusted relationships are powerful allies in getting things done in organizations
  • Communications without trust are just noise
  • Think and act at a macro level (what to do) and leave the micro (how to do it) to each worker or team
  • there are five types of learning that should be supported by the organization
  • Implementing social learning
  • ASL – Accidental & Serendipitous Learning: from Stocks to Flow
  • Learning is conversation and online conversations are an essential component of online learning
  • Online communication can be divided into Stocks (information that is archived and organized for reference and retrieval) and Flows (timely and engaging conversations between people, including voice or written communications). Blogs allow flow and micro-blogs, like Twitter, enable great flow due to the constraint of 140 characters
  • Stock on the Internet is everywhere and the challenge is to make sense of it through flows of conversation. It is no longer enough to have the book, manual or information, but one must be able to use it in changing contexts
  • Because of this connectivity, the Web is an environment more suited to just-in-time learning than the outdated course model
  • We are working and learning in networks and the only thing a network can do is share
  • PDL – Personal Directed Learning: from Clockwork & Predictable to Complexity & Surprising
  • the orientation of learning is shifting from past (efficiency, best practice) to future (creative response, innovation)
  • Work competencies will still need to be developed through practice and appropriate feedback (what training does well) but that practice will have to be directly relevant to the individual or group (group training is an area of immense potential growth)
  • Developing emergent practices, a necessity when there are no best practices in our changing work environments, requires constant personal directed learning.
  • In complex environments it no longer works to sit back and see what will happen. By the time we realize what’s happening, it will be too late to take action.
  • GDL – Group Directed Learning: from Worker Centric to Team Centric
  • the real work in organizations is done by groups
  • Organizing our own learning is necessary for creative work.
  • Developing social learning practices, like keeping a work journal, may be an effort at first but later it’s just part of the work process. Bloggers have learned how powerful a learning medium they have only after blogging for an extended period.
  • IOL – Intra-Organizational Learning: from Subject Matter Experts to Subject Matter Networks
  • Subject Matter Networks as a new way of finding organizational knowledge. Instead of looking for subject matter experts from which to design training, we should extend knowledge gathering to the entire network of subject-matter expertise.
  • Good networks make for effective organizations.
  • Networked communities are better structures in dealing with complexity,
  • can help facilitate fast feedback loops without hierarchical intervention
  • Collaborative groups are better at making decisions and getting things done.
  • the emerging knowledge-intensive and creative workplace has these attributes
  • FSL – Formal Structured Learning: from Curriculum to Competency
  • There remains a need for training in the networked workplace but it must move away from a content delivery approach.
  • With work and learning merging in the network, groups need to find ways that support each member’s learning, while engaged in tasks and projects
  • Think of it as social ADDIE (analysis, design, development, implementation, evaluation) for the complex workplace.
  • Our workplaces are becoming interconnected
  • Reaction times and feedback loops have to get faster and more effective
  • We need to know who to ask for advice right now but that requires a level of trust and trusted relationships take time to nurture
  • Therefore, we need to share more of our work experiences in order to grow those trusted networks
  • Knowledge workers today need to connect with others to co-solve problems. Sharing tacit knowledge through conversations is an essential component of knowledge work. Social media enable adaptation, and the development of emergent practices, through conversations.
  • This is social learning and it is critical for networked organizational effectiveness
  • The manner in which we prepare people for work is based on the Taylorist perspective that there is only one way to do a job and that the person doing the work needs to conform to job requirements
  • Individual training for job preparation requires a stable work environment, a luxury no one has any more.
  • owever, when you look at the modern organization, it is moving to a model of constant change
  • A collective, social learning approach, on the other hand, takes the perspective that learning and work happen as groups and how the group is connected (the network) is more important than any individual node within it.
Enrique Rubio Royo

Social Networking: A Platform for Training New Managers Online? by Bill Brandon : Learn... - 0 views

www.learningsolutionsmag.com/...pageall

shared by Enrique Rubio Royo on 16 Oct 10 - No Cached
  • Setting up a social network for manager training
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 10
       
      ELGG sin duda.
  • The first task is to establish a design for the social interaction. This must come before technology selection, so that the limitations of the technology do not drive or constrain the interaction.
  • Why consider a social network for manager training?
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 10
       
      En lugar de 'trabajadores' podemos plantear 'los nuevos estudiantes' (Gen 'net'), que prefieren frecuentemente usar interacción social onlne, y aprendizaje online, antes que formación presencial en Aula.
  • ...18 more annotations...
  • These are the workers who will be your new supervisors and managers
  • workers in their 20s and 30s expect to be able to use the latest IT applications in their workplace. They are used to social networking online, and to online learning, often preferring these to classroom instruction
  • In addition, this also will encourage open communication between companies, employers, HR departments, owners, and managers.” 
  • Without appropriate technology tools and resources available in their work environment, they may look for help from non-work related services such as Facebook.com. Integrating social media into the development environment eliminates this potential challenge and at the same time increases the potential for success of the development effort and of the new managers. 
  • Can social networking provide a practical way to help prepare new managers for their duties? Considering the rapid growth of social networking adoption among younger workers, this is a question well worth asking
  • Creating a curriculum for training new managers and supervisors is a common task that falls to instructional designers
  • The typical approach for many decades has consisted of a combination of classroom events, each lasting from one to five days (or more). This default design has many problems, including travel expense and time away from the job for the managers. Not infrequently, there are severe mismatches between what is taught and the actual practices supported by the organization’s culture.
  • There is an increasing number of companies and online service providers who are convinced that social networking can help overcome at least some of the issues common to the classroom-only approach
  • By combining formal classroom instruction and online reference and performance support with online coaching, mentoring, and informal learning through social networking, a new manager can gain a solid theory foundation, just-in-time help, and culturally correct application pointers.
  • Informal learning, as an object of attention by researchers, is not a new topic. However, it only appeared on the radar screens of instructional designers less than ten years ago. The emergence of online social media has led to the notion of somehow tapping into the potential of this channel, that carries so much of the real learning that goes on in organizations.
  • In our current age, we have plenty of channels in which informal learning can take place: everything from microblogs (Twitter), to communities (LinkedIn Groups, discussion forums), to user-created content (wikis, Weblogs, YouTube), to social bookmarking (Delicious), and surely more to come.
  • But we also have plenty of examples of attempts at use of these channels in which the attempts failed. The virtual landscape is littered with the remains of abandoned wikis, content-less and comment-less Weblogs, and LinkedIn Groups where the spam has driven out the discussion and all but eliminated any possibility of learning.
  • Existing informal learning groups online include a surprising variety of formats
  • Jay Cross’ Internet Time Community,
  • Participants in the Twitter #lrnchat sessions also comprise an ongoing informal learning group
  • if informal learning is going to take place online, it must be self-sustaining
  • Focus
  • Focus
Enrique Rubio Royo

11 Ways To Explain Social Business Benefits - The BrainYard - InformationWeek - 0 views

www.informationweek.com/...231902518

orhg2.0 estrategias social_business howto

shared by Enrique Rubio Royo on 09 Nov 11 - No Cached
  • strategies to explain social tools to people without drowning them in social speak or meaningless jargon
    • Enrique Rubio Royo
      Enrique Rubio Royo on 09 Nov 11
       
      Focus fundamental: ¿por qué suelen fallar las iniciativas 'social media' en general, y en el ámbito de las empresas en particular (social business initiatives)?. Normalmente comenzamos hablando a la gente con un lenguaje técnico, una jerga de nuevas palabras tales como blogs,wikis,microblogging, e incluso 'social business'. Niniguna de esas cosas les importa realmente. Son herramientas y métodos que nos permiten hacer cosas que SI pueden importarnos. ¿Cuáles son esas cosas de interés para la audiencia?
  • What are the things that do matter?
    • Enrique Rubio Royo
      Enrique Rubio Royo on 09 Nov 11
       
      ¿Cómo deberíamos empezar a plantear las cosas?, ¿qué cosas preocupan a la audiencia?. P.e. si son empresarios, gerentes o profesionales autónomos, según la autora, deberíamos pensar en comunicarles aspectos posibles a alcanzar con el 'social business' como ... 1.- Asegurarnos de sacar el máximo provecho de los recursos que hemos invertido, de manera que se traduzca en cosas visibles y disponibles para todas las personas de nuestro ecosistema, que son al final quienes las van a valorar 2.- Conseguir que los clientes se sientan valorados y distinguidos por compartir nuestras experiencias con ellos - mediante nuestros productos, servicios, soporte y facturación - que además funcionan bien y son fáciles de usar 3.- Conseguir que los empleados sienten que se valoran sus contribuciones, atendiéndolas con el cuidado suficiente para promover sus ideas y su conexión a los recursos 4.- Aumentar el nivel de comodidad y conocimiento de nuevas conexiones (relaciones), para que de manera proactiva quieran implicarse con nuestras empresas 5.- Creación de relaciones personales para tener embajadores en más lugares que cualquier persona pudiera alcanzar
  • what matters most is ensuring that everyone in our ecosystem feels valued and recognized in proportion to their contributions because that drives revenue, profitability, and happiness.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 09 Nov 11
       
      lo más importante es asegurar que todos los miembros de nuestro ecosistema se sientan valorados y reconocidos en proporción a sus aportaciones, ya que dicho reconocimiento promueve retornos, rentabilidad y felicidad.
  • ...20 more annotations...
  • People unfamiliar with the tools of this new social business space
  • almost always react poorly to initial messages that focus on the tools and how they will "revolutionize" business
  • They freeze in their tracks
  • because they don't understand the language and the technology
  • Often they're people with years of expertise, who are knowledgeable about their work and aren't accustomed to feeling uninformed.
  • it's better to ask them if they'd like to cool off, relax, and enjoy the beautiful view from the harbor.
  • It's like asking someone who has never sailed to put in
  • You must motivate people in language that they understand before introducing new ways of doing business
  • Here are some approaches you can take to help people who are new to social tools understand them:
  • There are hundreds of small-use cases that could benefit from using networked communications environments
  • Start looking for ones that either result in a lot of lost productivity
  • or where the company spends a lot of money
  • to redesign your communications ecosystem
  • change one communications habit at a time.
  • Which you choose will depend on how much executive support you have, how culturally ready your company is, and how much budget is available.
  • regardless of your approach, the more specific you are about how these tools and processes will help people do their work, the more successful you'll be.
  • There are benefits and risks to both, but
  • where social business initiatives often fall down.
  • We start throwing language at people--words like blogs, wikis, microblogging, even the term social business itself. None of those things really matter.
  • They're tools and methods that enable us to do things that matter
Enrique Rubio Royo

Law Practice Magazine :: A LAWYER'S SOCIAL NETWORKING TOOLBOX: TUNING UP YOUR ONLINE BU... - 0 views

www.abanet.org/...pg42.shtml

difusion_ideas marketing_online marketing practice twitter facebook linkedln socialnetworking eprofesional genea tools

shared by Enrique Rubio Royo on 20 Mar 10 - Cached
  • LinkedIn, Facebook and Twitter are incredibly cost-effective venues for growing relationships and promoting your law practice
  • lawyers approach social networking to market their practices
  • There are lots of tools available to help
  • ...54 more annotations...
  • Let’s explore some of the best ones for the “big three” social networking sites for lawyers: Twitter, Facebook and LinkedIn.
  • Taming Twitter
  • is a great way to network with other lawyers and potential clients interested in a given practice area.
  • an enormous number of tools have grown up around Twitter to augment and improve the user’s experience. Here are four ways to augment your use of Twitter, along with tools to get you there.
  • Once you start following more than a few people on Twitter, it can quickly become chaotic.
  • Organize your streams into groups
  • you need a way to organize your Twitter stream.
  • Third-party applications that allow users to create groups make quick work of imprinting order on the chaos. These applications let you organize your stream by your relationship to the Twitterer (e.g., family, friends, work colleagues) or by subject (e.g., law practice management, New York Yankees). You can even create a small VIP group for the people whose tweets you never want to miss.
  • Go multimedia.
  • the ability to send photos and videos change the way you can use Twitter.
  • TwitPic, which is free and easy to use, is our choice for photo sharing on Twitter.
  • to allow you to send videos to Twitter
  • TwitVid
  • Use Twitter to publicize your blog
  • Twitter can be an excellent avenue for publicizing your blog. Posting a short, simple tweet that says “New blog post at [insert blog name here]” followed by a link to the blog post is all that’s required. The authors are both bloggers who track our respective blog stats somewhat obsessively, and Twitter is often one of the biggest sources of traffic to our blogs.
  • There are several third-party applications that automate the process offeeding these short updates, including the blog URL, to Twitter.
  • Twitterfeed
  • Carry it in your pocket.
  • For many busy professionals, the number one objection to Twitter is “I just don't have time for it!”
  • There are many hyperbusy and productive people who use Twitter. The key is realizing that Twitter isn't something you make time for—it’s something that you fit into time slots that become available.
  • To capitalize on the small windows of time that become available in life
  • you must have Twitter available in your pocket. Which means the solution is to get a tool that lets you access it from your smartphone.
  • The options depend on your model of phone.
  • Figuring Out Facebook
  • Facebook (www.facebook.com) is a more complex social media site
  • it provides a means to extend your brand and demonstrate your ability to produce a deliverable service through relationship building.
  • Achieving that aim, however, requires using the correct tools on the site to focus the right content on the right people. Here are some tips and tricks to get the most out of Facebook.
  • Control where the information flows
  • Unlike Twitter, Facebook will open up your life (and your family and your old college friends) to the world unless you seize control. Consequently, you need to distinguish between people that get to share your life and those that don't. You do this by creating a “list” under the News Feed column on the left-hand side of your Facebook home page. For example, you can create one list for “Friends and Family” and a separate one for “Professional” contacts. Once you've created a list, you can then restrict the list members' access to certain types of information.
  • Test your restrictions by going to the top of the Privacy Profile page, where you can use the “See how a friend sees your profile” button. Very enlightening.
  • Monitor your Wall.
  • Go to Settings, Account Settings and then Notifications, where you tell Facebook to notify you (by e-mail or SMS) about what, when and where things are added to your Wall. Also, make sure that you know when you have been tagged in a photo, just in case you don’t like the view.
  • Remember Google in your privacy shield
  • At the Search menu, you can set your Facebook search visibility, which determines what content may be searched internally and, separately, you can choose whether to allow search engines to see your Wall.
  • Feed your blog post to your profile.
  • Facebook also allows you to extend the reach of your blog
  • by feeding your blog posts to your profile page.
  • You can do the same thing for your Twitter posts.
  • Try a more business-centric focus if you like.
  • If you believe your Facebook presence should be more about your law practice as an entity than about you personally, you should use the Business Page feature.
  • An alternative to a Facebook Business Page is the Facebook Groups option.
  • Living with LinkedIn
  • networking community that is targeted specifically to professional users
  • It offers excellent integrated applications for building your brand name and promoting your expertise, including the ability to create your own communities within the community. Here are the keys to using it successfully.
  • Develop a great profile.
  • profile that emphasizes your strengths and minimizes your weaknesses.
  • Be bold but truthful
  • Spread your message using the integrated applications.
  • The applications give you a number of opportunities to demonstrate your interests and your expertise
  • Get and give recommendations on the site
  • Actively participate in groups.
  • Using Your Time Slots to the Best Advantage
  • Last but not least, remember that social networking never stops. So, to stay in the game from wherever you are, you should go mobile with Facebook and LinkedIn. Based for your phone mode
  • There you have it—a whole list of great tactics for improving your social networking projects to get the most out of your online business development efforts. As they say, if you only have a hammer, every problem looks like a nail. Use the tips and tools covered here and you’ll see a whole lot more in the social networking world.
Enrique Rubio Royo

Harold Jarche » Social learning for business - 0 views

www.jarche.com/...social-learning-for-business

harold_Jarche sociallearning org2.0 complejidad

shared by Enrique Rubio Royo on 21 Jan 11 - No Cached
  • 10 sentences, for social learning
  • The increasing complexity of our work is a result of our global interconnectedness. Today, simple work is being automated (e.g. bank tellers). Complicated work (e.g. accounting) is getting outsourced. Complex and creative work is what gives companies unique business advantages. Complex and creative work is difficult to replicate, constantly changes and requires greater tacit knowledge. Tacit knowledge is best developed through conversations and social relationships. Training courses are artifacts of a time when information was scarce and connections were few; that time has passed. Social learning networks enable better and faster knowledge feedback loops. Hierarchies constrain social interactions so traditional management models must change. Learning amongst ourselves is the real work in social businesses and management’s role is to support social learning.
  • Enrique Rubio Royo on 21 Jan 11
     
    buena sintesis social_learning
Enrique Rubio Royo

The challenge--and opportunity--of 'big data' - McKinsey Quarterly - Economic Studies -... - 0 views

www.mckinseyquarterly.com/d_opportunity_of_big_data_2806

big_data mckinsey report digital_INFO gap expertos analisis_datos

shared by Enrique Rubio Royo on 13 May 11 - No Cached
  • The proliferation of data has always been part of the impact of information and communications technology. Now, as computers and cell phones continue to pervade our daily activities and as millions of networked sensors are being embedded in these devices (as well as in automobiles, “smart” meters, and other machines)
  • the amount of data available for analysis is exploding.
  • The scale and scope of the changes that such “big data” are bringing about have reached an inflection point. Companies capture trillions of bytes of information about customers, suppliers, and operations. Many citizens look with suspicion at the amount of data collected on every aspect of their lives.
  • ...6 more annotations...
  • Can big data play a useful role?
  • finds that collecting, storing, and mining big data for insights can create significant value for the world economy, enhancing the productivity and competitiveness of companies and the public sector and creating a substantial economic surplus for consumers
  • New research
  • Big data: The next frontier for innovation, competition, and productivity
  • MGI’s analysis shows that companies and policy makers must tackle significant hurdles to fully capture big data’s potential
  • The United States alone faces a shortage of 140,000 to 190,000 people with analytical and managerial expertise and 1.5 million managers and analysts with the skills to understand and make decisions based on the study of big data (exhibit)
Enrique Rubio Royo

How 'content curators' are connecting consumers | Changing Advertising Summit | guardia... - 0 views

www.guardian.co.uk/...connecting-consumers-say-media

shared by Enrique Rubio Royo on 21 Oct 11 - No Cached
  • The success of social networks and the move to socialise many others aspects of the web
    • Enrique Rubio Royo
      Enrique Rubio Royo on 21 Oct 11
       
      El éxito de las redes sociales y el desplazamiento hacia la socialización de otros muchos aspectos de la web (' de contenidos y búsquedas a ofertas y comercio'), ha capturado la imaginación de analistas, creadores de contenidos y marcas. Sin embargo, los que mejor están aprovechando estos cambios, son aquellos que están desarrollando estrategias que van mas allá de las redes sociales construidas sobre la base de 'quién conoce a quién', a redes sociales construidas sobre 'intereses compartidos': son las llamadas 'comunidades de interès'.
  • from content and search to deals and commerce
  • has captured the imagination of analysts, content creators and brands.
  • ...19 more annotations...
  • however,
  • are developing strategies that extend beyond social networks built on who-knows-who to those built on shared interests: so-called "communities of interest".
  • "It's no longer just social media that's social any more – all media is becoming social thanks to the maturation of creative tools and digital distribution,
  • "The new model is 'inspire, connect' rather than 'write, read'.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 21 Oct 11
       
      Ya no se trata simplemente de 'social media' que es social sin mas, todos los media se están transformando gracias a la madurez de herramientas creativas y a la distribución digital. El nuevo modelo es "inspirar, conectar" (capturar la atención mediante la difusión de adecuadas emociones) en lugar de "escribir, leer". Esto es importante para las marcas, pues lo que desean estar en entornos apasionados, emocionales. Su reto es cómo integrase mejor dentro de dicho espacio...(capturar la atención mediante la difusión de adecuadas emociones)
  • This is important to brands because they want to be in passionate environments. Their challenge, however, is how best to integrate within this space."
  • Evidence of the rise and rise of social media is not hard to find.
  • Facebook
  • LinkedIn
  • Twitter
  • Google+
  • Technology has democratised publishing
  • more as curators of content rather than owners
  • This, in turn, has resulted in a new breed of media businesses that see themselves
  • These companies aggregate and package content drawn from a plethora of sources
  • "In a world in which people feel disenfranchised when it comes to big issues beyond their control, online communities represent a kind of glue making them feel part of something bigger that's real and authentic,"
    • Enrique Rubio Royo
      Enrique Rubio Royo on 21 Oct 11
       
      "En un mundo en el que las personas se sienten privados de sus derechos cuando se trata de grandes problemas más allá de su control, las comunidades en línea representan una especie de pegamento haciendo que se sientan parte de algo más grande que es real y auténtico,
  • For example
  • "Many brands are confusing social graphs with interest graphs.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 21 Oct 11
       
      No confundir 'grafos de interés con grafos sociales sin mas' (comunidades de interés vs redes sociales convencionales)
  • "Brands must create something of value for the user to earn that user's attention. This could mean providing a piece of entertainment or a specific tool or service. The key is being useful
    • Enrique Rubio Royo
      Enrique Rubio Royo on 21 Oct 11
       
      Las marcas deben de crear algo de 'valor' para elusuario, capaz de captar su atención,
  • "The commercial value of the communities of interest, and the information contained within them, can only grow."
    • Enrique Rubio Royo
      Enrique Rubio Royo on 21 Oct 11
       
      Futuro de crecimiento en cuanto al 'valor comercial de las comunidades de interés y de la información contenida en su interior'
1 - 10 of 10
Showing 20▼ items per page