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He's done it again in a speech about "The Information Mess and Why You Should Love it.
She says: He spoke about the power of digital disorder, and how we need to unlearn what we think that we know about the best ways to organize information.
He looked at how many projects, typically physical projects, require a much greater degree of control as they increase in size, but contrasts that with the web, which has growth only because of the lack of control.
Controlled information systems don't scale, but the web does.
When it comes to "unstructured information" this is undoubtedly the case.
I put quotes around "unstructured information" because I mean to convey I don't believe in the term - all information has structure, especially written information which has LOADS of structure but generally doesn't grow as well as you would like on folder trees "Enterprise 1.
Continuing that thread with another entry from Greg, its also about and, from my perspective, recognizing when.
Reflecting on a speech by Andrew McAfee at FASTForward 08, : T he irony of enterprise 2.
By giving up control of a system, you allow business people to build structure on an emergent basis rather than entirely pre-planning systems and, as a result, making them too rigid to be useable by knowledge workers.
Ives, like me, believes "total free form is not always what you want - often you need to start a wiki with some structure.
Writing about the same speech, : Excellent gardeners exist to accelerate the emergence of structure, whether or not they contribute content.
So, in an uncontrolled wiki environment, where some users areits still important to provide some starting structure and to proactively build and manage that structure as the users of the sytem exert their own influence by publishing, editing and using or not using tags.
Culture change, behavior change and IT adoption all have to come together for Enterprise 2.
These, and IT failures are all reasons that the majority of IT projects fail.
So when I got these "same old, same old" updates from Customers via two separate e-mails in early August, a smile crossed my face: "BTW - our region uses Traction daily and we are happy with it - even though we probably only use a quarter of its functionality.
They began using Traction over 1 year ago to promote awareness of sales and general market activity across their region.
They began using Traction 2.
They started by importing about 3,000 pages from e-mail and building on top of that base, likely at a rate of 1,000 per year.
In both cases, Traction was deployed for a simple purpose which satisfied a straight-forward business process and need.
That things haven't changed since Day 1 is a testament to a well thought out content structure and human process for adding to it and interacting with it.
Forgetting the stories of viral adoption and massive deployment that tend to capture our imagination and excitement around Enterprise 2.
These focused and discreet cases may just be an important norm around which to seek best practices and set realistic adoption goals that result in positive, consistent business value.
Just for the record - here's what Enterprise 2.
Doug's bootstrapped use of Augment to design, build and extend itself shows how Enterprise 2.
For background seea 1998 symposium and celebration at Stanford University, and Doug's own Doug is proverbially described as being twenty to thirty years ahead of his time - in this case it may be forty years - but I think he'll do it again.
In the words of : "I don't known what Silicon Valley will do when it runs out of Doug's ideas".
User stories and case studies were shared from leading national and international organizations including management consulting, financial, pharmaceutical, and delicatessen food companies, as well as one of the largest US government system integrators and two DOJ affiliated law enforcement organizations.
One TUG highlight was the clambake, held this year at Newport's Historic.
Thanks again to a customer base to whom we are dedicated, and grateful for their support, feedback and ideas.
Thanks also goes to long time mentor and advisor Andy van Dam shown here, raising his glass in a toasthonored guest YS Wu, other friends and investors who joined us for the event.
The Agenda kicks off at 12:00 with Gartner Analyst David Mitchell Smith's Keynote Innovating the Enterprise with Web 2.
Chaos: The Enterprise Web 2.
Traction Software is sponsoring Koplowitz's session on Control vs.
Chaos which a big topic of interest here: the need to balance the issues of security, reliability, and privacy with the greater interest of openness and emergence in an E2.
Key Traction TeamPage features that support collaboration in the Enterprise include and both introduced in our as well as TeamPage's and model.
Features are important for facilitating discussion within and across wikis, but the how you approach the organization and management of these collaborative spaces is the ultimate question.
This determines how you can combine the best E2.
I've blogged about this topic in my post.
Secure collaboration across groups and spaces requires strong technology and an organizational model that seem natural and appropriate to users.
Greg Lloyd recently wrote on collaboration and communication across.
SEL was a gold sponsor and launched a in advance of the event.
Several hundred Linux World attendees visited the booth to watch SEL's Moriwaki-san's speeches and to see the TeamPage demo up close.
Kojima-san, the CEO of AKJ, and Traction TeamPage customer Furasawa-san of Sanden speak to a packed room.
They began using Traction TeamPage about 1 year ago and have since completed a global deployment for manufacturing communication and collaboration.
The strategy raises prevention of war - deterrence, cooperative relationships with more international partners, trust built through humanitarian assistance and disaster response - to an equal level as the conduct of war.
In the very best sense this is a positioning statement: what a nation should expect from its maritime forces.
I think it's a on specific value that maritime forces can deliver in a time of uncertain conditions and rapid change.
A Navy Commander who lead the team responsible for developing the strategy wrote anonymously :.
We were eventually to conduct seven, in Newport, Phoenix, Atlanta, San Francisco, Seattle, New York and Chicago.
I was a huge skeptic of these forums from the start; by the end, I saw some value in them.
We relied upon several methods of creating the invitation list for these events.
We started with the Naval War College Foundation mailing list—but then worked with state humanities councils, civic groups and academic groups to try and get a broad cross-section of Americans.
We got a lot of old, white guys who コンピューター作業カジノパーティースチュワーデス military backgrounds.
But we also got a lot of teachers, first responders, friends of folks in the military—just plain citizens who were just plain pleased to be asked their opinion.
What we learned is what we say in the strategy.
They want us to remain strong, they want us to protect them here in their homeland, and they want us to work with other nations around the world to preserve peace.
Sounds pretty boilerplate, right.
I was shocked at how wrong I was…my strongest take-away from the early conversations was that Homeland Defense and National Defense were the exact same thing to most of the people in the audience.
They were concerned with porous borders, port security, and terrorists on airplanes.
I did not discern a great deal of understanding as to why we were forward deployed around the world.
There was only a vague sense of the importance of the Navy.
Most importantly, I believe it can raise the level of discourse on the role of the military above purely partisan positioning.
The video below is pretty good too!
Never before have the maritime forces of the United States—the Navy, Marine Corps, and Coast Guard—come together to create a unified maritime strategy.
This strategy stresses an approach that integrates seapower with other elements of national power, as well as those of our friends and allies.
It describes how seapower will be applied around the world to protect our way of life, as we join with other like-minded nations to protect and sustain the global, inter-connected system through which we prosper.
These themes, coupled with rigorous academic research, analysis and debate, led to a https://list-casinos-promocode.site/1/309.html strategy designed to meet the expectations and needs of the American people.
A Cooperative Strategy for 21st Century Seapower binds our services more closely together than they have ever been before to advance the prosperity and security of our Nation.
The demands of an uncertain world and the enduring interests of the American people require nothing less.
David co-authored a 30 July 2007 article about his experience with Traction Software's Jordan Frank.
Visit David's blog at!
To download a full-size copy of David's poster 3.
Use cases may involve using Enterprise 2.
I am encouraged to see that the the Aberdeen Group is working to build benchmarks for how enterprises are deploying social media in general, and for various use cases like Sales.
The latest study, "Sales 2.
Take a few minutes to fill out the survey, and they will send you a complimentary copy when it is completed in October.
Depending on the piece of contributed 学校で最高のブロックされていないゲームWebサイト, the readership may have been between 20 and 1,000 people.
There were also flash-points of communication in a customer space and collaboration on some conference planning material in a partner space.
At this rate, this 10 person group would eventually publish a total of 40,000 articles and comments in a given work year!!
And this is only a slice of their daily activity which may occur in other channels and workspsaces such as 2019 ゲームzingplay or another wiki.
Taken to Enterprise scale, its something between a collaboration tools wake-up call and a rude awakening with a bucket of ice being thrown over your head!!
The message is clear: Start using a collaboration platform early in a process, and be sure your users can contribute as easily as posting to a blog and explore as easily as using their favorite internet search engine.
Otherwise, people wont participate and certaintly wont find and leverage the ever growing mountain of stored knowledge and communication context.
Somewhere between the burning of the library of Alexandria and the first Entertainment Tonight.
Criteria include financial performance, see more innovation, execution on strategy, management quality, and integration into their ecosystem.
Red Herring's Spring 2006 event is themed.
Traction was selected to the and we're pleased to be recognized as a leader this year by Red Herring and others including and.
It's actually ten general areas for coping, each with about 5 suggestions.
Ever since Kid 1 and Kid 2 popped into my life, dealing with every kind of overload e-mail overload, magazine overload, chores overload, poop overload.
From her suggestions, the ones that I use rely on regularly are: - Weed Baby Weed: I have to be choosy about which magazines, chores, activities and business objectives will get focused attention.
To compensate, I try to take my head out of the sand weekly or monthly every so often to get a more global view and decide whether to make any changes.
At work this means focusing on two sources of Tech news instead of ten, and relying on colleagues to fill me in on what I am missing.
At home this means picking one house project at a time and then re-evaluating when its done.
These aren't things that would make any list of ten important items for the day, but they are as important as any other to you or someone else.
Perhaps of greater issue is that it's these items floating around that distract you from the real objectives - so it's important to go about "house cleaning" to make sure your desk and e-mail box are uncluttered enough to keep out distractions when necessary.
I work this kind of activity into my オープニングカジノウィンボルドー hour before anyone is here, a late night, a trip to the cafe with my laptop, or a train or plane trip.
Some of my own strategies which are represented differently or not at all in her list: - Write Informative, Complete E-Mail Subjects: Houghton suggests you should "Deal with E-Mail by Subject.
But you need to be able to know the subject without opening the message.
A reader ought to be able to know the full contents of any message based on its subject alone.
For example, "Strategy Meeting on New Pricing - 2PM Thursday" is better than "Strategy Meeting.
Kudos to Apple's Mail program which I use now vs.
Outlook as it winnows down your e-mail box as you type in their search box.
This way, If I want to focus on one category of activities, e.
In other cases, e-mail is better for off-line communication when you don't have a shared wiki or blog which is preferable for any business relevant communication or collaboration.
The faster you can respond to messages and calls, the better off you are because you don't lose time revisiting the same message 86 times before doing something about it, because the message doesn't distract you from other things and your team is better off.
The colleague that asks you a question is obviously involved in something NOW, so responding NOW means that they don't have to put down their work, suffer a major wait-time distraction, and continue later.
So, taking 1 minute or 5 minutes now as a personal distraction may mean that another person or whole group can stay on track for hours rather than suffering wait-time in their process.
Supposing you can shut down some inputs, schedule the focused time you need to get your major work done and minor work out of the way, distractions are productive overall.
This important point is underscored by the research I discuss here />If distractions are important, the need is to build better personal disciplines and technical approaches to get better at managing them e.
This discussion is one step of many forward!
I was kind of surprised when my Wikipedia entry came in ahead of ongoing.
Search-result rank, on the Internet, more or less equals Authority.
So this trend has to worry the anti-Wikipedians.
It worries me too.
As an example, Tim uses a search: "for each of the ten provinces of Canada, what is its population?
Tim ask: "Would you bookmark them?
Tim posits that the Wikipedia is going to win the page rank battle, and asks for other plausible outcomes.
Use the content or just the links of a large collection of reference libraries when searching for authoritative facts.
Use the content or just the links of pop culture sources - or the universal web - when searching for the latest on Britney.
This is a very tall order, but I think it's an interesting concept to explore.
The Wikipedia has become a popularly cited source and uses an encyclopedic organization that is extremely "page rank friendly" since there カジノゲームiphoneリアルマネー exactly one article titled title text is weighted heavilyand when internal WikiPedia or external references to Douglas Engelbart are created, they will tend to link directly to that one URL, rather than being distributed among many articles that talk about Douglas Engelbart in the context of, theetc.
When doing serious research, I want to be able to select the authority and viewpoint of sources used to rank my search results.
A search for facts would use different sources than a search for buzz about a person, godfather 2のPCゲームディベート or political topic.
Is it surprising that someone interested in the latest scoop on Britney Spears versus the population of Canadian provinces might want different page rank スペルスロット5eレンジャー a priori as well as calculated authority of linking sources?
In Tim's example, when searching for specific population facts, I'd want to use a weighted search based on links within and extending from trusted reference libraries whose content is selected, reviewed and updated by professional reference librarians.
There would of course be many choices, and the union of the content of many reference libraries would be more valuable than a single library for page rank weighted search.
If I was a student at Brown University, I might use anonymous links abstracted from Brown faculty, student, and elibrary content as weighing factors for research you'd also see content hits in local sources you're permitted to read.
You might choose a national reference library, a corporate reference library, or any other aggregate source you have permission to use as a relevance ranking resource.
Except for special purposes, you'd likely choose the largest aggregate whose authority and viewpoint you trust for your research objective.
For specialized research on hypertext or the history of computing, I might choose a collection of references from specific researchers or organizations whose opinions I particularly value for the purpose of weighting my general search requests without asking those researchers or organizations to explicitly disclose the content of their collections.
I just want to use their content to weight the page-rank relevance of the content I search.
For example, the IEEE might make link references of everything they publish available for weighted-page rank calculation without necessarily disclosing the content.
Members might be encouraged pool their own relevance ranked references using social software like Furl or del.
Many large professional or scientific organizations or enterprises might pool their references to form a link base of authority weighted references large enough to encompass a large portion of relevant content on the public web as well as their private sources.
It becomes particularly important to be able to deal with a variety of sources, since for many work products there will be more than one "authoritative" source of facts, opinions, and analysis.
Having one popular WikiPedia is good, and useful in the same sense that having one World Almanac for 2006, Oxford English Dictionary, or good source of movie reviews in.
But real world research also needs to deal with difference in opinion, analysis, historical or national perspective.
I'd be willing to bet that and could get into a fight over their opinions on the population of Canadian provinces, regardless of the facts.
And you might want to research how many people hold different opinions, why, what influences their opinions, and how their opinions change over time it's called political science.
Sources can of course also disagree on "objective facts" - such as population of Canadian provinces - based on how the information is collected and by whom.
It's good to try to reconcile alternatives to arrive at a consensus on "facts" for ready reference, but important to remember that consensus always reflects a point of view at a particular time.
The addition of features such as learning, training, and authority lists will provide significant aids to both manual and automated use of such tools.
In response to a comment, he adds: At this stage of my life and my career I have finally learned what I believe is a great truth: some people are born to tag, and some people are not.
I think there is a great role for category focused folksonomies, but clearly see the limits to how well enterprise users will tag content.
Furthermore, technology can replace or just augment the tagging that users do on their own.
All that said, there is a really important and key distinction between tagging for categorization and tagging for other purposes such as for action, priority or content type.
We may be collectively lazy and uncoordinated when tagging for categorization - thats where automated tagging really can help, and generally outperform humans.
In Traction TeamPage, we've implemented the FAST Search Module which does an incredible job at entity extraction and interactive drill down.
It basically turns entities like those mentioned by Dennis - company, person, location - as well as keywords which are linguistically significant nouns or noun phrases into groups and displays them as dynamic permission filtered "tag clouds.
When it comes to tagging for action, priority or content type - the situation is different.
This is a more sophisticated, but EXCEPTIONALLY valuable tagging strategy that can increase the value of your content by many orders of magnitude.
A prime example is writing "requirements" - tagging each blog or wiki page as Requirement, P1 or P2, To Do or Done, and Milestone Alpha or Milestone Beta.
This approach allows you to take a page posted as feedback by a customer and funnel it into your project process.
This approach allows you to slice and dice the content based on the task at hand e.
This is the essence of content re-use which has been talked about but never really implemented in "Document Management 1.
This capability, by contrast to tagging for category, can't be automated.
More on this whole topic in my slide set on.
If thou knowes't not how Enterprise 2.
If ye seek Enterprise 2.
Forget not to haul your bunt well up on the yard, smoothing the skin and bringing it down well abaft, and make fast the bunt gasket round the mast, and the jigger, if there be one, to the tie.
If thou art puzzled by why I be Speaking like This, know ye that Sep 19 be.
Google hath also announced that ye may now choose pirate as well as Bork Bork Bork or Elmer Fudd for thy search interface.
This as Rumored bythe most Fearsome Lawyer of Boston on this day.
A recent sustained effort by an MBA class in Israel illustrates the importance and benefit of applying structure to the task.
Raban in a lecturer at the Graduate School of Management at the University of Haifa, where she's ran the wiki exercise with 2 successive classes.
The goal set out アンドロイド用xxxgames the class was to write a hebrew textbook on Competitive Intelligence there are many books on the subject, but few in hebrew.
Raban started the project by writing a brief home page and an extensive table of contents.
She then paired up 130 students, each of which wrote 1 topic from scratch.
Through a process of peer review, students reviewed two sections each and applied any relevant edits.
After another class of 90 students, there have been no less than 8.
The resulting work is, Raban reports, of excellent quality and continues to improve.
In summary: wiki collaboration can produce phenomenal results, especially given clear communication of both the technology framework how the space is organized and the social framework how we work together in the space.
Furthermore, though the work is done "bottom up," some "top down" encouragement, incentive and monitoring can improve and accelerate the process and its outcome.
He said: When you look at an ant colony, it seems like there is a big brain somewhere.
Lots of people don't like having structure imposed on them.
The "ants" surely do the lion's share of work to build wikipedia.
But we should remember that the best practice demonstrated by Wikipedia is not the opposite of imposed structure.
Far from it, the simple fact is that there is a big brain behind Wikipedia which very discretely organizes the actions of the ants: - Wikipedia has - Wikipedia has - Wikipedia is - Wikipedia is maintained by roughly 1000 volunteer,and Nicholas Carr recently 無料のオンライン殺人ミステリーディナーパーティーゲーム aboutwhere the 207 member and the 144 member are advocating different sides of the wikipedia governance debate.
Collectively, there are a set of rules that govern what can be done in this wiki and people who manage the structure through the list of possible categories and who enforce the rules, though sometimes with differing philosophy, but all with common governance.
As many companies are fretting with developing blogging policies seeWikipedia provides a good case study which includes top-down policy and structure, wherein the ants may freely work bottom-up towards the group goals.
The fact is, work effectively because there is a set of explicit or implied marching orders and a discreet division of labor between management the Queen or Queensworkers, and other roles such as alates.
Best practice recommendations see and see more studies froma global pharmaceutical company anda network provider to the airline industry show that similar top down support and a set of structure thank テディゲーム動画 phrase rules for a workspace provide a necessary framework for knowledge workers to adopt technology with willingness and efficiency.
Jack agrees and expands on Jakob's recommendations for increasing participation.
Both are on point for public internet communities like wikipedia, group blogs and product review sites.
However, the problem can be simplified in enterprise settings when catering to beta bloggers.
A study by that I referenced at.
He indicates that 0.
This affirms that most of us are passive visitors of public sites.
But this is far from a blow to 2.
In fact the increase in viewership affirms the value of the medium.
Individuals simply need a reason to contribute.
As I conclude in the original post here about Beta Bloggers, there is a simple and obvious role for any knowledge worker to publish a steady stream of content in the process of every-day work process and communciation.
Of course, there are many, many many more.
Alpha bloggers have a view point or expertise and aim to share it.
As noted in 's post, this kind of blogging requires passion, writing comfort and time.
Inside the enterprise, there are a few natural alpha bloggers.
The list may include the CTO, product architect, or a market strategist in the making.
Inside the enterprise, there is a much greater adoption opportunity for beta blogging than alpha congratulate, テーベはゲームを推測する can />While alpha blogging has a role, it represents a new process and is not something most folks would be comfortable doing.
Here is a real example, an hour in my enterprise beta blogging life.
The last 5 posts to our internal blog are: - A draft customer case study posted by a partner.
Mixed within this flow are about 10 comments about these and previous posts.
Hidden from our primary chronological view are several code check-ins published by our CVS system.
The CVS system is blogging too.
Beta blogging takes the regular communication flow you find in email, and moves it to the intranet.
It requires no extra time investment, no new process requirements, no writing classes, and no new communication policy see.
It simply moves business relevant communication to a time-ordered and platform capable of improving communication efficiency andwith a benefit of capturing knowledge for later use or reference.
Rather than going out of one's way to blog, the blog is in the beta blogger's way.
Its a part of the process, not a distraction from it.
Jim McGee explains and Rod Boothby explains how The net of it, is that email is the single application which is as pervasive as the browser.
By integrating email flows for publishing and notification with blog and wiki type platforms, wide adoption of beta blogging use cases becomes an easy objective to reach.
David makes a great points including: "Think about freeing your knowledge.
Then worry about the format after your thinking leads you to regular document land.
David says: For all intents and purposes, wikis are blogs that have exchanged the diary-like posting format for the ability to let multiple users edit the same piece of content aka: collaborating on knowledge.
In other words, instead of sending a editable document around, host it as a Web page that anybody with access visit web page the wiki can edit.
Wikis also support RSS notify me when this wiki page changes.
Revisions can be tracked and restored.
Content can be edited with user-friendly WYSIWYG tools.
Traditional content management systems, Traction TeamPage and some blog products support collaborative editing of posts using both WYSIWYG tools and RSS syndication.
Traction starts from the blog end of the spectrum actually it started from link in that it records collaboration over time.
But, the knowledge product of the collaboration - represented as a web of editable pages, office or CAD files - can be recorded and versioned in Traction along with the external intelligence and internal dialog about the creation and evolution of the product.
The knowledge product can also reside in an external repository and become the subject of dialog using links from Traction.
Both the dialog and knowledge product are typically created and edited as a purposeful group activity.
See for a synopsis of how Traction builds on classical hypertext roots to make blog and wiki two interaction and presentation styles designed to support collaboration in place and collaboration over time.
I agree that this is a disruptive alternative to high priced and high complexity content management systems, because that's what customers are telling us - integrated WebDAV was funded by a customer.
I believe that any successful challenge to the document centric collaboration model will need to support collaboration in place group editing of the same page ; collaboration over time commentary and click at this page in context ; and real-time collaboration IM and syndicated notification.
It's the combination of ingredients that offers the hope for collaborative systems that scale like the web.
Traction Software's products are based on a model of group group editing in place combined with group collaboration over time that pre-dates blogs and Wiki's by over 40 years - see.
For more information on Douglas Engelbart, the Godfather of effective collaboration, see For notes from John Blossom's lively panel on blogs, wiki's and IM for collaboration see and John's For 60 years of history in four one paragraph steps, see See also.
The story of a government contractor who got fired for a blog post she made on an internal classified network sets off another round of public discussion on the subject.
I learned about this story in HBS Professor Andrew McAfee's blog post titled McAfee says "I just want to point this out as a neat example of how not to promote Enterprise 2.
One of the lessons says "In other words, you need to have a set of formal blogging guidelines in place that tell employees exactly what is permissible and what is not.
I would replace "blogging" with "blabbing" and say "you need to have a set of formal blabbing guidelines in place that tell employees exactly what is permissible and what is not.
The wider point is this: Companies should not have internal or external blogging policies.
It's a huge mistake to make.
Confining a communication policy to one form of communication simply raises 100 more questions about other technology godfather 2のPCゲームディベート communication policies.
Companies should include within their communication policy.
Blabbing policies should provide guidance as to what sorts of information and opinion may be communicated in what context, be it a confidential discussion with a partner under NDA or a personal blog on the internet.
In support of this point, Rod Boothby's post titled includes this thought: Blogs dont cause problems, people do.
They call it Careful Communication.
When this customer deployed Traction, they simply reviewed the Careful Communication policy and interpreted its meaning in this new context of competitive intelligence blogging inside the enterprise.
Per McAffee's post, freeform communication is supportive of many positive things.
It encourages creativity, idea exchange, and knowledge management.
I think well formed communication policies encourage rather than discourage this sort of communication by making the ground rules read article and paving the way for each employee to make their own informed decisions about how best and to what extent they may communicate potentially proprietary information or potentially misleading or damaging opinions.
There's also a big problem if you don't bigwinスロットscr888 a good way to mark borders that enable collaboration where there's a natural expectation of privacy.
For example - if you work for a law firm there's a reasonable - and legal - expectation that only the client and members of the firm have access to the collaborative space reserved for work with each specific client.
But a member of the firm may be working with many different clients at the same time, and need to keep on top of many external engagements - and a host of internal engagements that are shared within the law firm but invisible to all clients.
This "hub and spoke" collaboration pattern is common for business.
For example, if your company builds complex, customized products it's valuable to have separate collaboration spaces that connect each customer and your internal product development, sales and marketing team.
Everyone on the inside has a bird's eye view across all customer specific work.
Each customer sees a dedicated collaboration space for private working communication - and can also read or participate in spaces that you intentionally open to all your customers or the public Web.
Similarly, most businesses work with a network of external suppliers, resellers, technology or business partners and external service providers - including your law firm, accountants, PR firm and others.
If you're interested in keeping touch with each of these external stakeholders and enabling your employees to have a birds eye view of what's happening across your entire business the hub and spoke pattern is also appropriate.
Your business may also have good reason to set up spaces for private collaboration that's limited to certain groups e.
If your Enterprise 2.
This limited form of collaboration is useful but doesn't enable employees in the hub to stay informed or participate in many of most valuable relationships where your business meets the external world.
John Hagel and John Seely Brown call this : The point is that by being able to listen deeply and participate on the edge, you can pick up things before anybody else picks them up, and you can use that to accelerate your own capability building.
This implies that it is not just corporate training that is important but rather rich participation with partners who are at the edge as well.
One of the questions we ask ourselves is, how do you learn as much from a partner as you learn from creating something yourself.
This puts a new spin on why distributed collaboration around the world might be critical in creating this sustainable edge.
For example, if you're an employee at the center of a "hub and spoke" collaboration pattern, when you navigate, search or link information, the borders separating different customer spaces and internal spaces you can read become transparent for collaboration.
Borders help you visualize the business context and intended audience.
If a customer logs in to your TeamPage server, they see only the rolled-up content, search results, tags, feeds, and space names that they have permission to read.
The content - and existence - of private collaboration spaces of other customers or reserved for internal use are hidden.
Traction TeamPage even extends commenting and inline discussion to work transparently across borders.
Let's say a customer posts a page of product suggestions in their own space Traction calls this a project space.
Everyone in your internal team can read and comment on any paragraph in the customer's suggestion page, and by default their comments will also be posted to the customer's project - and immediately become visible to the customer.
Let's say Sue is an engineer working on a related project.
She reads the third paragraph of the customer's suggestion page and wants to open an internal discussion comparing confidential feedback on that topic from other customers.
She posts a comment on the third paragraph, but instead of posting the comment to the customer's project, Sue posts her comment to an internal engineering project.
The internal engineering discussion is then anchored to the third paragraph of the customer's original suggestion page, but the thread is invisible to all but internal team members who have permission to read the engineering project.
After internal discussion, Sue may decide to post a summary comment back to the customer or add a tag which makes a specific engineering comment visible.
Six months later, Alan in Marketing is asked why particular approach was chosen in designing the new feature.
His search finds the internal discussion in the context of the original customer suggestion.
He can easily follow the linked trail for background, contact Sue, or add a clarifying note.
This multiple space model is much more than just an administrative convenience that makes it easy to deploy one TeamPage server for different groups within an enterprise.
Not that there's anything wrong with administrative convenience!
It starts down a road to creating places which groups use for agreed social purposes - just like the rooms and spaces in a well designed building make it easy to hold conversations in different contexts without a lot of conscious thought.
You talk differently in the space near your desk, in a conference room being used for a customer meeting, in a public event held in an auditorium, or in a huddle space for the team click at this page work with every day.
With the TeamPage model, if you want to hold a conversation with a specific customer, post it to that customers private collaboration space.
If you want to address a broader group, use a space a space with broader participation and a less formal purpose, while retaining the the ability to have a more private discussions or take strictly personal notes in the context of a more public place.
See by Steve Harrison Xerox PARC and Paul Dourish EuroPARC for some interesting thoughts on where this could lead.
This creates a pleasant and stable island that's easily connected to other islands of stability on the Web - as well as anything in the storm tossed sea - not a stovepiped box.
We set out to build a hypertext system that could natively link to anything and interoperate with anything on the Web, rather than limiting the domain of discourse to whatever people chose to store within a proprietary hypertext box be it NLS, Intermedia, or Lotus Notes.
Although Traction's logical schema is a rich hypertext model internally, it uses pluggable skins to render the content as permission filtered HTML or XML views on the fly when communicating with Web browsers, RSS readers, search engines, or other agents.
That's where a lot of experience and IP resides as well.
Apollo and Silverlight will open up very interesting new possibilities without sacrificing the ability to work as part of the Web.
Because we mediate the edits, the rich hypertext model retains its internal integrity and presents a stable view to any agent: rich client, Web browser, syndication reader, Web search engine, etc.
Below is an anonymized e-mail sent from a manager in one division of a very large global enterprise to another manager in a separate division which is now evaluating Enterprise Wiki software.
The sender was involved in a process of selecting wiki software for his own division.
The group chose a "free" open click to see more alternative, and it ended up "costing" the expensive hours spent reviewing options, and, more crtically, the collaboration initiative as a whole.
Hello All, As already mentioined in my previous email, I can highly recommend TeamPage over all other Wikis I have looked at so far personally, privately, and for COMPANY.
A "good" wiki of course alsways depends on the use case at hand, especially for enterprise-wide rollouts things such as bandwidth, security, firewalls, caching, and peering has to be considered.
In general I liked TeamPage beyond the software stability for its easy-to-use features even for non-technical non-geek personell and the professional support.
While many solutions have "a million developers at hand", having the two right ones with an enforceable service level was key for me in the past.
There are lots learn more here other really cool things about Teampage that made the solution desirable for tracking, management, reporting, and dashboards and again the responsiveness of Jordan and his team and the superior support But again, it does depend on the use case, and fortunately Traction Software has some really good business analysts on board that will take a look at your goals and steer you gently away from all evil goodies niceties vs.
It died approximately a week after it was started due to troubles with maintenance, setup, management, UI, and stability, and an intern on vacation.
The "great freeware open-source plugin for Mozilla and IE" killed my PowerPoint and ThinkCell installation because it installed a vbscript.
Now, with a real company, you have a contract, you paid money, you have a SLA.
Sue them or mangle them.
You can mangle an intern in our Russia office, they will disappear over night in China, but that's not really an option in the US and Europe ; This is one of many communications I've had with customers and prospects who mistook free for low cost and low hassle.
In another case, one of the biggest companies in the world had to hire a crew of developers to try to make a certain wiki product work within the context of their very large active learn more here system and security policy.
More on that situation and the importance of good software in.
The are also thought provoking and great grist for internal discussion groups.
The study,reports that "women, mid- to high-level executives and members of executive management, sales and marketing functions are most likely to participate in cross-group communications.
However, the "So What?
Both papers analyze search chains, but one focuses on subsidiaries seeking best practices from others subsidiaries where the other involves employees seeking expertise from other employees.
Felipe Monteiro of London Business School and Niklas Arvidsson of Royal Institute of Technology.
The research looked at the impact on performance when subsidiaries fail to exchange information.
In the study of 171 subsidiaries belonging to 6 global companies based out of Sweden, the researchers discovered that subsidiaries which did not exchange knowledge tended to perform worse than the ones that did.
The study looked at the "process of 'problemistic search', in which the subsidiary finds another business unit that has successfully tackled that problem.
One may also guess that the positive reinforcement causes organizational habit forming.
This is an exceptionally strong vote for collaborative initiatives that open boundaries, both formally and informally.
Where the "Out" Crowd study focused on subsidiaries engaging in search behavior to connect with other subsidiaries, reports on a study focusing on how individuals engage in search for other individuals in an effort to gather expertise on a subject.
The study reporting on research by Morten T.
Hansen of Insead, Joel M.
Podolny of Yale School of Management and Jasjit Singh of Insead examines "search chains: the paths of connections starting from the individuals who initiated search all the way to the people who possessed the necessary knowledge.
The conclusion points to employees having the longest search chains as those "who were relatively new, who reside at the periphery of the organization, or who where female.
The individuals with the longest search 小さなハウスパーティーゲーム had trouble finding the needed expert, and made things worse for themselves by starting with people who were like themselves.
Where the HBS Communication and Coordination?
An interesting conflict between the two papers is the role of women.
If you take both as fact, then women are more likely than average to bridge distant groups in an analysis of general communication, but have longer than average "search chains" when seeking out advice from experts again, for the latter point there is an assumption that women are a minority in the organization.
The Out Crowd and the World Might be Small paper suggest that performance suffers when people or organizations either fail to seek out assistance, or take the long road through familiar sources.
All three papers provide ample clues about which groups fail to communicate and collaborate across boundaries, while also setting an imperative to break down the boundaries and connect the dots.
Boundaries result from geographic, cultural and organizational purposes.
They also exist in electronic workspaces.
Greg Lloyd's blog post about offers an insightful look at when and how to create borders between spaces - and how to break them down.
If an electronic approach towards building the social network as a means to break down boundaries and reduce search chains, then its also imperative to and move to a "can know" collaboration model as advocated in and.
Featurewise, the problem of finding experts is challenging as the expert may not simply raise a flag by naming all their skills or topics of expertise where you need help.
However, if the experts use blog or wiki workspaces to communicate and contribute knowledge, then using our allows users to search for the terms of interest and leverage the "Author Cloud" via the entity navigators to locate internal experts.
My take away from the conference?
Collaboration isn't about documents anymore and never was.
Collaboration is about the building and evolution of ideas as much as it is about building a product, which is traditionally seen as a document.
Collaboration happens within the context of the communication process.
While it supports goal driven activities, on-line collaboration captures thought process and provides context for the activities which supports the thought process for those involved throughout and the up to speed process for those who join mid-stream.
Participants in a process need and want to collaborate in this way.
The fall out captured in blogs from this conference is case and point.
This is not to exclude the importance of the direct face to face interaction that was central to the conference.
Collaboration and knowledge management is very much requiring various levels of interaction, norming and trust building.
Practically functioning as a team, Attendees and speakers alike worked together to document the conference, synthesize the messages, and build on the ideas.
Bob Doyle wrote a piece in EContent about.
Directly or indirectly, Andrew McAfee from HBS rebutted with a piece titled where he comments on Rod Boothby's question about when to blog or wiki.
Rod's focused on where blogs and wikis fit in collaborative work and within the context of IT infrastructure.
Andrew asks why a company interested in Enterprise 2.
Larry Cannell describessuggesting we use hypertext to take the document out of the file.
I build on the point right here: Wiki and blog "modes" are useful in some contexts, but in enterprise contexts, the need is to merge them to support chronological styles of communication with collaborative editing of persistent content like FAQs, Definitions and Requirements.
Greg Lloyd dives deeper on the subject in.
While Rod, Andrew and Bob covered technology issues coming out of the conference, focuses on the conference threads which focused on building a better conference.
Lets hope her thoughts are captured and continue reading conference one-ups itself next time around!
I did my best here to capture a few best practices and key learnings.
Patti Anklam, Former DEC nowgave a presentation asking "Are we collaborating yet?
Comment from a another former DEC employee in the audience: I think the personal Notes files that allowed people to self-train.
This learning on my own time was self-motivating and enhanced the way I used the shared Notes files.
Patti points out that another success factor was driven by the homogeneous network where everyone used the same terminal type, the same email and were on a common network.
Implication: Browser, email and web services standards now only begin to provide the value of the homogeneous networkof the 1970s.
Liz McKay Beckhardt former QuickPlace product manager told "the QuickPlace Story.
The product evolved and the team went from focusing on SMB to large enterprise.
In the process, enterprise features and use cases became a focus.
Quickplace was most successful when used for a specific use case or business process.
Less successful for "loose collaboration.
Applied to Liz's own team, they had a hard time weaning off of Lotus Notes.
As they adopted and became "advanced" collaborators, the "Haiku" concept became a memory.
Implication: Simple was OK as a godfather 2のPCゲームディベート from which to start, but with a little time and training in the use of the collaborative space, teams demand full tool sets.
Comment from the audience: I am working at an enterprise that deployed collaboration software.
The spaces are transient at best.
Liz discussed need for access controls.
Her opinion is that controls on commenting are as important as controls on posting or reading.
People in teams were not comfortable For a variety of reasons to take comment on works in progress.
They typically had no problem publishing content openly after they are complete.
Donald Chand Professor of CIS at Bentley College discussed the " Social side of making global work collaborative.
Global groups are faced with challenges of Distance, Technology-mediated communication, and Cultural differences.
In an analysis of culture, Dr.
Chand found that across a range of cultural metrics Performance orientation, social responsibility, supportiveness, emphasis on rewards, stability, competitiveness, and Innovationemployees from India, Ireland and the USA scored the same.
His findings suggest that these sorts of formal training must be complemented by relationship building.
Implication: Global collaboration requires global cooperation and a set of tools to facilitate communication and the relationships which come from it.
Bob Wolf Boston Consulting Group presented " Collaboration Rules - Extreme Collboration at Toyota and in Open Source Software.
In truth, these were social network diagrams.
This diagram showed a massive contributor pool at the margin, and a center that is very small maybe 10 peopleand focused more on response than contribution to the community.
Implication of the Linux community: Program teams are tightly bound around small core groups.
Bob continued on presenting a great deal of 顎は自由にオンラインで遊ぶために解き放たれた to be published in HBR.
One more key finding: Trust is the most essential element in a social network.
Bill Ives was also at the KM Forum on Collaboration and, in a post about expands on Bob Wolf's discussion PC用モバイルゲームエミュレータ無料ダウンロード the Linux Community's ability to respond to a crisis.
Larry's points underscore consistent emphasis on need to garner management support, engage a collaboration champion or mentor, build human relationships to increase trust, and finally to train the team on the technology and the business case, where the business case includes the cultural norms for the collaborative space and the business process that is targeted.
The Information Silo Problem The information silo problem which Robertson rightly describes is, I believe, the result of 4 key issues: 1.
That traditional collaboration workspaces are created for short lived projects 2.
The workspaces are permissioned on a "need-to-know" basis, for reasons having to do with privacy requirements, cultural privacy preferences, and a desire to reduce noise for other workers not directly involved in a project.
A closed groupware technology model which does not encourage communication and collaboration activities across collaboration workspaces.
Lack of time as a key organizing variable in the workspaces, making it increasingly difficult to manage and sort through information in a collaboration workspace as the content load gets larger.
As a result, teams deploy new workspaces every time there is a new task.
More workspaces than are needed are created, with ever-more permission variations, and "knowledge" content is dispersed and forgotten rather than aggregated and maintained.
But 100s or 100s of 1000s of information "silos" a problem?
The web has billions of web sites, some small and some large.
The web works, however, for 2 reasons that cut in the other direction against traditional groupware platforms: 1.
The web the part we usually search and navigate is mostly open, consider, レッドスキンズファーストシーズンゲーム2019 consider most websites aren't sitting behind a password box.
The web is mostly made of up of pages, links and tags vs.
They reorganize enterprise users around pages, links, tags and attachments in permission aware spaces that can be selectively shared and indexed locally or globally.
They change the working model in Greg Lloyd's.
By working almost exclusively in hypertext, you can make your business work more like the web.
In so doing, the proliferation of content and the spaces for that content can grow, and disperse, while still being manageable.
Permissions can still play a large role, as search, tagging, linking and page relevance make content findable.
Best Practices However, while it may be OK to let hypertext based collaboration tools proliferate, at least three best practices still apply: 1.
Move from a "need to know" to a "can know" culture, reducing the boundaries on information and, thus, the leverage you can achieve from having shared it in the first place.
Design wiki and blog spaces for long term use.
A simple example could be an IT team like the one at which uses a single space, rather than 100's, to collaborate and communicate about hundreds of milestones.
Each space will ideally encompass the largest amount of people and activity possible without expanding beyond a key area of interest for that particular group of people who will work together over a long period of time.
As discussed inprovide scaffolding, at least in the form of suggested tags or labels for new wiki or blog spaces.
This is one step that lets enterprises take advantage of the fact that they are one coordinated entity vs.
So, Robertson was right.
Proliferation of collaboration spaces was a problem.
With new technology models for collaboration and implementation of best practices, the door is open to Enterprise collaboration, at web scale with dispersion across resources.
We cover a range of topics from "the Wisdom of Crowds" to how to apply protocols to the early warning process.
We then break into a teams to review a business case and conduct a war gaming exercise.
At the Competitive Intelligence conference read more April, Derek Arik's brother and COO and I will lead the Thanks オンラインの単語ゲーム really the runup to the event Derek and I wrote and SCIP's Competitive Intelligence magazine published our article.
The article covers a lot of bases.
One of the key points is that small organizations are really good at capturing and considering competitive intelligence in their decision making process.
Our article points out that as organizations get large, they don't lose their sense of the market, rather, the sensing task becomes so large and distributed that it simply breaks down.
In practice, enterprise blogs solve these problems.
A well deployed system opens up a multi-way channel between intelligence groups and the "sensors" who may range from sales to support, product management, and the CEO.
A well defined system identifies the issues which need to be watched, recognize contributors for their efforts, and clearly support organizational goals.
By his definition, it's primarily about patterns of connections:.
Let me offer a definition of social software, because it's a term that's still fairly amorphous.
My definition is fairly simple: It's software that supports group interaction.
I also want to emphasize, although that's a fairly simple definition, how radical that pattern is.
The Internet supports lots of communications patterns, principally point-to-point and two-way, one-to-many outbound, and many-to-many two-way.
Prior to the Internet, we had lots of patterns that supported point-to-point two-way.
We had telephones, we had the telegraph.
We were familiar with technological mediation of those kinds of conversations.
Prior to the Internet, we had lots of patterns that supported one-way outbound.
I could put something on television or the radio, I could publish a newspaper.
We had the printing press.
So although the Internet does good things for those patterns, they're patterns we knew from before.
Prior to the Internet, the last technology that had any real effect on the way people sat down and talked together was the table.
There was no technological mediation for group conversations.
The closest we got was the conference call, which never really worked right -- "Hello?
Do I push this button now?
Oh, shoot, I just hung up.
We've had social software for 40 years at most, dated from the Plato BBS system, and we've only had 10 years or so of widespread availability, so we're just finding out what works.
We're still learning how to make these kinds of things.
At the Tokyo, one of the organizers asked me to include a definition of "Social Software", since in Japan the most common uses of the English word "social" seem to center on go here time, social rank, social status and similar of the word "social".
The temptation to think of "social" as the opposite of "work" is common in the US as well.
I used Clay's definition to make the point - and got a laugh describing email as the disco ball of social software see.
Prof Andrew McAfee introduced his to talk about strong, weak, potential, and non-existent ties which connect a knowledge worker and other colleagues in an enterprise.
He says: These days, after drawing the inner 3 rings of the bullseye but before discussing tools like social networking software SNS and a corporate blogosphere, I make two points.
First, thatas is the process of converting a potential tie either strong or weak into an actual one.
So anything that helps a person stay on top of their network of weak ties or convert potential ties should also be quite valuable.
Second, that prior to the 2.
I then go on to discuss the value of SNS for weak ties, and of a blogosphere for potential ones.
The wiki and group blog model often supports strong ties of business groups working together with a shared purpose or common deliverable.
Weak and potential ties then represent potential colleagues - or at valuable sources of expertise and situational awareness - who may or may not be aware of content, conversations and expertise happening outside their local groups.
Social networking promotes new and serendipitous connections among people and in the content they create and comments they make within a business context.
But the public Web - and bounded world of Enterprise 2.
Network scale search of blog content is one Web scaleable way to find out who's actively talking about or working on a topic that interests you.
Once you find a relevant hit, you then have the opportunity to: 1 make a personal connection; 2 subscribe to a syndicated feed from that individual or group; 3 make your own blog post or wiki link to tell let others in your strongly connected group - and anyone else in the who can read your post - that you've found an interesting fact or connection.
This weak signal amplification creates a spreading activation network that can quickly span the globe - and further extends and reinforces the network.
It also reinforces the value of old fashioned and irreplaceable face to face connections by letting people keep in touch with their extended network without creating undue work for either the sender or receiver.
Without the Web's combination of blogs, wikis, search, syndication and syndication indexing there's a vanishingly small chance that I would end up with valuable and enjoyable near real-time connections to: ChicagoSingaporeUKYokohamaNew ZealandSwitzerlandand UK.
So "Social Software" may not mean non-stop parties in the office, but it does provide some of the enjoyment that people gain by going to conferences, business meetings - or using any other excuse - to get this web page know other employees, customers, consultants, competitors and scholars.
You learn what they are saying and can often make valuable and long lasting connections - if not friendships - that make you more effective at your job and open opportunities for your business.
The "social" part of software in the Enterprise 2.
These connections would be wildly impractical if we were limited to the physical world of airplanes, meetings and conferences, or the disco ball era of email!
But the value of these connections can lead tonot just reducing the cost of travel and.
See also The work ofLeonard N.
Stern Professor of Business and Vice Dean, Stern School of Business, New York.
A pioneering scholar of electronic groups, organizations, and communities.
Washington says: "The pursuit of knowledge in the age of information overload is less about a process of acquisition than about proficiency in tossing stuff out.
Students' aversion to reading does not necessarily signal a weakness, much less a dislike of reading.
For them, and now maybe for me, moving on to something else is an adaptive tactic for negotiating the jungle that is our information-besotted culture of verbiage.
You can and should safely discard 80% of what you scan for information - holding on to the momentarily important item when you find it, and reading deeply when it matters - or when it gives you pleasure.
Concerns on how to cope with information overload are far from new.
Could I interest you in a?
The difficulty seems to be, not so much that we publish unduly in view of the extent and variety of present day interests, but rather that publication has been extended far beyond our present ability to make real use of the record.
The summation of human experience is being expanded at a prodigious rate, and the means we use for threading through the consequent maze to the momentarily important item is the same as was used in the days of square-rigged ships.
The "momentarily important item.
See also Not to mention a bunch of juicy posts from my internal blog mentioning people and circumstances I don't have time to redact.
Like others before it, the report, "How businesses are using Web 2.
But, Blog Reader Beware, the data must be understood in the context of the survey and its methods.
The survey data is from 2,847 executives worldwide, 44% of whom hold C-Level positions.
What is unknown from the detail is whether multiple responses came from the same companies, and whether the executives themselves are fully aware their own technology pilots and production deployments.
This is well above the 33% reported by McKinsey as already using or planning to use a wiki.
Earlier this year, a study of the Inc.
IT executives surveyed said the ongoing maintenance of open-source applications would be higher than for commercial off-the-shelf products.
The following chart and some detail on it was posted at : Minus the seeming misplacement of IM along with other Web 2.
This may be a strong turn since a few years ago when I'll be the same ratios may have claimed that blog and wiki technology had negative value for the enterprise ; 2.
RSS and Podcasting note, podcasting is a subset of RSS got more "Substantial Value" points than Wikis and Blogs.
Before jumping to write checks for RSS clients but not wikis, one must recognize that value creation happens in the blogs and wikis.
The common problem with these studies is they don't define technology scope tightly enough and need to study rather than survey enterprises to verify the answers.
For example, a "yes" answer to "Do you use social networking" may imply anything from "a given salesperson uses LinkedIn to find contacts" to "We deploy and rely upon a social networking system to augment our network directory.
I hope to see a study discriminate as to whether blogs are used externally or internally, whether wikis are instituted as part of a business process or whether the company deployed a tagging system on their Intranet.
A study should select a representative sample set of companies and combine the viewpoints of many individuals, from Marketing to IT and the Executive Suite, to ensure that the whole truth is undestood, rather than one person's view of the their own deployments and their own interpretation of the technology terms in question.
The good news from the McKinsey data is a clear statement of enthusiasm, with 42% wishing they had strengthened their companies' internal capabilities to make the most of the opportunity and only 13% saying they've been dissatisfied with investments made thus far.
The counsel these reports collectively provide is summarized well by a T-Shirt I owned as a youngster: Run with the Big Dogs, or Stay on the Porch.
The Enterprise and Web 2.
The Hyperscope projects starts by building a Firebox browser component that replicates Augment's viewing and jumping capabilities, and aims to engage "the wider community in a broad dialog about collective IQ, bootstrapping, DKRs, NICs CoDIAK, the Open Hyperdocument System, etc.
She quotes Kevin Marks: Kevin Marks, a Google engineer and Technorati veteran, said in a talk about the company's OpenSocial project and Social Graph APIs that e-mail is a "strange legacy idea.
I don't exactly think email is dead - and don't think point-to-point email will ever go away - but as a medium for broadcast collaboration it should be considered as lively as Mr.
Blogs, wiki's and IM displace use of broadcast email for group working communication.
Email is a great medium for one to one - back and forth - communication, but it's a terrible medium for group collaboration.
Clay Shirky says: All enterprises have more knowledge in their employees as a group than any one person, even especially?
The worst case is where one person has a problem and another knows a solution, but neither knows the other — or that the other knows.
If the Cc:line is too narrow, the activity becomes opaque to management or partners.
If the software is simple to use, it can be much easier to post what you want to say - or a question you want answered - to a place where others who have the same compelling interest can read it, than to craft an cc: list and force each individual to deal with a rat's nest of replies interleaved in a week's worth of email.
Read about the Dead Parrot sketch.
McAfee says: "My optimism, and my interest in the component technologies of E2.
Tools emerging under the category of social software are benefiting from common application, infrastructure and network services that were not mature in the eighties and nineties.
It is true that originally Notes was a self-contained environment some would call it monolithic.
Notes came with its own infrastructure, complete with its own repository and even dial capabilities for 真の幻想スロット users.
At the time, directory, storage and other infrastructure services were not readily accessible to applications in any consistent fashion.
Today, we would not engineer a product in that manner but there was no other option back then.
click here design criteria exploits a more mature collection of application, infrastructure and networking services.
With Andrew, I believe there is a "radical departure" that distinguishes E2.
With Mike, I agree that: "As lower-level services become taken for granted, designers and developers are able to focus on software that exposes functionality that we now call 'Enterprise 2.
After the rapid adoption of the read-mostly Web, we've seen the first use and rapid evolution of the Web as a platform for self and social expression.
Why not for work?
I have nothing against new forms of self and social expression as emergent behavior in the workplace, but how about using Enterprise 2.
I believe the primary barrier to Enterprise 2.
And I believe that the Web as the context for work is what surmounts the 9X problem by exposing almost all of the relevant working communication and context to search, links, authoring, tags, extensions, and signals McAfee's SLATES, see his 2006.
In every previous generation hypertext system, the ability to read, search, link and communicate came with a read more price: it might work well, but only if you were willing to put everything you wanted to work with into some sealed box, and convince everyone you wanted to work with to use the same box.
From the earliest days of Vannevar Bush's Memex, the vision was universal, but the implementation was a siloed.
As Ted Nelson once said on the folly of using computers to simulate paper, Xerox PARC's first paper simulation was followed by Apple's contribution: By tying little pictures of paper to files and the programs that created the files - Apple made things even worse.
Berners-Lee's simple http and HTML Web framework is simpler than the corporate point-to-point communication infrastructure that preceded it PROFS anybody?
But the Web over the universal Internet turned the world-view of Lotus Notes and the Sharepoint stack inside out: no proprietary client, no proprietary representation, no requirement to work inside the proprietary box - and every motivation to make anything valuable you create or deliver compatible with the least common denominator representation outside the box - http addressable HTML.
For example, market forces drive makers of ERP systems, CAD repositories and analytic systems to at least make their content viewable and linkable using the Web.
That's all that's necessary to add a link from a blog or wiki to a contextually relevant object or report.
Search, links, authoring, tags, extensions and signals provide a mechanism for "weak signal amplification" and discovery that works even at internet scale, and can work at the intranet scale as the enterprise becomes a link friendly environment.
With appropriate attention to permissioned access, ウィンドウズモバイルゲームとアプリ8 1 same principles open up working communication between the internal stakeholders of an enterprise and their external customers, suppliers, resellers, clients, sponsors and advisors - all for goal directed behavior that even the most hardheaded manager can understand as valid and a potential competitive advantage.
For thoughts on extending SLATES technologies with permissioned access to internal and external stakeholders, see.
This leads to the ability to bring about cultural change with the personal power of informal networks such as wikis, blogs, profiles and forums.
Radical change can come by mandate as well as by revolution - you may want to re-read your Machiavelli:.
Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.
This coolness arises partly from fear of the opponents, who have the laws on their side, and partly from the incredulity of men, who do not readily believe in new things until they have had a long experience of them.
Thus it happens that whenever those who are hostile have the opportunity to attack they do it like partisans, whilst the others defend lukewarmly, in such wise that the prince is endangered along with them.
It is necessary, therefore, if we desire to discuss this matter thoroughly, to inquire whether these innovators can rely on themselves or have to depend on others: that is to say, whether, to consummate their enterprise, have they to use prayers or can they use force?
In the first instance they always succeed badly, and never compass anything; but when they can rely on themselves and use force, then they are rarely endangered.
Hence it is that all armed prophets have conquered, and the unarmed ones have been destroyed.
I don't want to sound melodramatic, but just make a simple point that innovative leadership from the top of an organization can make a big difference in the prospects for successful change.
Both Andrew McAfee and Ray Lane's analysis support the proposition that C level executives can and should support change to gain these benefits - sometimes reorganizing around or eliminating middle managers who stand in the way.
McAfee notes that the advantages of making much more effective use of the expertise within your company satisfies the VRIN valuable, rare, inimitable, and non-substitutable criteria that businesses can use to create and sustain a unique competitive advantage.
Read McAfee's Feb 2007 postand see him make this point in his FastForward 07 keynote: scroll through the list of Videos in the right side of the page to find this title Read Ray Lane's June 2006 Business Week interview and see him make similar points Lane in his FASTForward 07 Keynote: scroll through the list of Videos in the right side of the page to find this title Note also that Traction's first Pharma success was driven by an innovative CIO acting directly on his CEO's mandate to rethink and reshape Competitive Intelligence information for the company, see.
If you're headed to in Orlando next week, I'll be speaking on Competitive Intelligence Analysts as examples of hard core knowledge workers in the Tuesday 19 Feb 1:45PM Session:see my abstract and slides in.
The FASTForward '08 looks great, and the conference will be almost twice as big as last year's FASTForward.
I hope they go on to produce Explaining KM 3 to roast KM software vendors!
Produced by and starring?
Their Green Chameleon blog also notes ".
I'm glad they're showing the world how to move beyond KM granola.
Pointer from by Luis Suarez, who prefers Explaining KM 2 to Explaining KM 1.
I prefer KM 1, which seems like something would do.
The developer group organizations are as interesting to understand see Bob Wolf reference in as where open source will make its biggest mark open source tools vs.
Feldman makes a case that since the developers are typically the users of open source software, the are not a primary focus for development.
Whereas commercial software providers may.
These are good examples and a lens through which to view open vs.
However, when considering security, relative security that is, other key factors may include the size of the effort, the number of deployments of the software, and the market's emotional profile toward the software.
A study by Coverity described in tells us that of 32 open source projects, an average of 0.
However, looking only at the ホリデーインとカジノアルバ stack, only 0.
So, it would appear that larger open source efforts result in higher software quality.
I am looking for a study on security considerations for the various operating systems.
My own experience when in Operations at a Content Distribution Network provider was that our Linux servers, over 100 distributed globally, were attacked regularly and compromised several times.
By contrast, our Solaris servers were rarely attacked and never compromised.
My presumption is that Linux code is better known and, therefore, more easily targeted.
On the other hand, in the case of Microsoft Windows, the market profile is such that hackers like to target it and have done so quite successfully.
In other words, imagine the inverse of the present situation.
How, in the flip-test universe, would the new channel technologies be received?
McAfee writes: "For managers accustomed to platforms where all contributions are immediately and universally visible and traceable, channel technologies would seem scary.
I could imagine that a common response, upon hearing about them, would be something like 'No way.
The risks of email and IM are too great.
If people need to talk privately, let them pick up the phone.
We'll set up a few email accounts so that we can exchange information with the outside world, but we're sticking with our platforms for internal communication.
When something needs to be said for any shared corporate purpose, it's either written directly to the TeamPage space, or cc'd if it's outbound communication to an external party.
One-to-one internal email is used for infrequent private communication or an occasional shoulder tap.
Instant messaging is used for one-to-one or many-to-many conversation, often with pasted permalinks to anchor the discussion to posted content.
One-to-many internal email is rarely used.
Email, IM, and syndication feeds are used as notification channels driven by posted content, either in the form of a periodic digest or real time push when a significant event occurs.
I believe the flip from writing for a channel addressed to specific individuals, to writing for a permissioned group - or the general public - is more subtle and interesting.
It's ironic that in a slightly different universe, Professor McAfee's flip test might have run in the opposite direction.
The first network email was likely sent in 1971 by of BBN.
He adapted a local inter-user mail program to use an experimental file transfer program called CPYNET for network transport.
In those days, basics like character set conversion so users of different computer systems could simply read text files cross-platform was a big deal.
At the same time, was being used as the first network collaboration platform - part of SRI's Network Information Center NIC on the ARPANet.
NLS later AUGMENT foreshadowed blogs, wiki's and most of the collaborative hypertext technology that followed over the next thirty five years, see.
In the early seventies, I believe the greatest technical limitations to network collaboration were fast non-printing terminal access, ubiquitous hosting of content, and ubiquitous cross-site linking.
NLS could be used with a remote terminal interface, but I don't know if cross-site linking of content among NLS sites was ever developed or used - I would not be surprised if the answer is "yes".
The learning curve - and potential return - for NLS waswhich certainly limited its growth and acceptance.
But I'd guess that email dominated the early internet because it has simpler base technology and a simpler user model that requires less overt cooperation to function - albeit at a lower level.
Then as now, email's user model boils down to shoveling bits from one person's bucket to another, and letting each recipient figure out how to organize and use every copy.
Each email message is like a personal copy of a paper letter, which you can read, ignore, file, shred, or use for any purpose.
It gets interesting when you embed the email channel in a social system where you have to reply or respond to at least some messages to live, prosper, and have a life.
It gets unmanageable when you try to use email for long lived N x M conversations.
Today, the user model for a collaboration platform is not much more complicated.
You can reach out and change bits in a place that others can see.
In some cases many people can change the same bits.
Group access to the same bits makes the social interactions more interesting from start, and even more interesting as groups grow and evolve.
The collaboration platform model is richer and more valuable, but in most cases requires groups with a shared goal or purpose to make it work well - for Enterprise 2.
Clay Shirky says: Prior to the Internet, the last technology that had any real effect on the way people sat down and talked together was the table.
There was no technological mediation for group conversations.
Kagermann is skeptical about the proposition that "large corporate-software projects will disappear, replaced by easy-to-use Internet-programs targeted at individual workers".
Kagermann's points that Enterprise 2.
Small and agile Enterprise applications work in the application gaps and cross-link silos of traditional enterprise software.
By flagging issues and linking to opportunities or threats discovered in traditional systems, Enterprise 2.
Kagermann's last point - systems from small, agile suppliers are perfectly capable of meeting security, reliability and other business requirements based on a company wide perspective.
And small and agile mammals discovered and evolved to reshape the world of ah.
As I noted inwe have over 130,000 pages, comments and attachments in our own enterprise system, but it's very manageable.
Traction turns information overload into underload and facilitates the transformation of text https://list-casinos-promocode.site/1/514.html human knowledge and intuition.
I am delighted to introduce myself to you as a member of the Traction Software Team.
As some of you know, my name is Takashi Okutsu, and I am the director of Traction Software's Japan Business Office, located in Yokohama.
I have worked for Applied Knowledge in Japan as technical support staff, and have a long association with TeamPage since 2007.
During this job, I helped many customers to improve their business with TeamPage and got lots of experience.
I am very happy to keep supporting these customers, introducing our products to new clients, and consulting with all TeamPage customers based on my experience.
I believe our product TeamPage is a flexible and adaptable tool and service for many customers and business areas, and hope you like it.
If you should need additional information regarding me or Japan Business Office, or if you need any help regarding TeamPage, please do not hesitate to contact me.
You can continue reading to.
I am looking forward to talk with you.
From both sides of the IT fence as a consultant and sales person at a VAR, an operations manager and product manager at a global content delivery service, and in marketing and consulting roles here at Traction Software I've seen my share of internal failures and customer or prospect failures too.
I've more info here on 3 of Euan's Top 8.
Euan's Reason 1 - They think it is about technology There are two sides to this point.
On one hand, I've seen IT groups buzz like moths to light - thinking that what they see on the net is what they need in the enterprise.
Circa 2005, I heard from Enterprise IT groups who came out with "We are deploying blogs" as a mission and requirement.
Most of these efforts failed.
Circa now, "Social Networking" is the mission.
These approaches will meet the same failures of file sharing focused collaborative workspaces.
On the other hand, every time I've seen the focus on the technology comingle with a focus on a business problem, Enterprise 2.
From Suw Charman's and Michael Angeles' in 2005 to my case studies about in 2006 and in 2007, technology as a key ingredient is a common thread.
In all of these cases, the technology was brought in to solve a particular problem, rather than as an Enterprise offered "feature" or "service" for the intranet.
These use cases show how technology, planning and people come together to make E 2.
Euan's Reason 3 - They will assimilate it into business as usual I think that the issue brought here by Just click for source is that the E2.
The issue being that its not so simple as selecting a technology, deploying it, organizing a training session and then just letting it run.
There is a "business as usual" case to be made for Enterprise 2.
Whether planned or emergent or boththe business need and process for using the technology has to be understood at some level.
He was referring to the need for templates for common page types meeting notes as well as frameworks for teamwork this comment, in part, led us to add Template support in Traction Sections - so you can click ADD on a meeting note section in order to load a new article publisher with a meeting note template already loaded.
In my post I discuss in more detail how E2.
Euan's Reason 7 - Lack of patience Bravo!
Ask me "how long is your sales cycle?
The Leader a team on a project or program, a community, a business function first has to try, learn, shift course and then succeed.
This could take weeks, months or a year.
Then the Followers have to free up work-cycles before reviewing the Leader's best practices structureadapt to their own needs emergenceand cut over their own communication and collaboration processes to the Enterprise 2.
This industry has had an idea about Enterprise Blogs and wikis since at least 6 years ago when Jon Udell wrote foryet blog and wiki tools are only now becoming commonly accepted and deployed in enterprises across the world.
Another few months or a year to see adoption in a given enterprise is hardly a long wait.
If there is one resource that IT, KM Managers and other E2.
The approach to media is changing from paper documents to a mix of electronic documents, wiki and blog pages, database records, and comments.
The approach to cataloguing is moving from staightforward catalogue and hierarchical organizations to more flexible human organized taxonomies and user generated tags, as well as implicit and explicit entity "clouds" extracted from content based on text information.
As search changes, so shall content, both in terms of how we orient ourselves towards collections of pages instead of more cumbersome documents and in terms of how we organize information explicitly vs.
Every day, I seem to have an iPhone moment.
Recently, my wife and I went to the woods with our son.
With his own backpack filled with trail mix, a water bottle, a soccer ball and Curious George it was his first official hike.
Having an iPhone made it a snap to capture this picture and even snappier to e-mail it to my parents - so they could share our experience.
Likewise, our nanny sends pictures throughout the day, and that kind of shared experience gives you a sense of their lives over time that you just can't get by paging through pics long after the fact.
Because I now have mail in my pocket, I was able to redirect a time-critical customer issue on my way into a temple service.
In light of helping others, I think God would approve.
Its the first time in a long time that I've been able to enjoy music when I wake up or go to bed.
My son is a fan of Buffalo Soldier.
Usually, my wife drives us there.
At the half-way point, I realized I only know the region where they live, but not their street name or how to get there.
Good thing my wife put their address in our shared, synchronized contact list.
In just about any context, this little device seems to lend a hand.
I love my iPhone.
It featured great keynotes particularly Andrew McAfee onsessions, networking and entertainment.
I did a short breakout session on "Search Meets Blogs and Wiki's" with a different slant on search: It's now easy to do an excellent job with enterprise search when you want to find topically relevant content - say anything about "penguins".
But within an enterprise you often want actionable information in context, where "in context" is hard to characterize using standard search techniques.
For example, in early January 2007 Accenture published a report.
It starts off with the finding: "Managers spend up to two hours a day searching for information, and more than 50 percent of the information they obtain has no value to them.
A few days later Euan Semple replied with a FASTForward Blog post.
So what we did was start building online social spaces like forums, blogs and wikis in which highly contextual, subjective, complex patterns and information could start to surface about anything and everything in the business that was interesting and worth writing about.
Indeed increasingly the source they were directed to was a blog or a wiki containing up to date, contextualized information.
Having context in the question, context in the answer and the collective memory of your corporate meatspace, empowered by the mighty hyper-link, in between is hard to beat.
Add to this the trust of your sources built up over a period of online socializing and you might have less managers whining that they can never find anything!
Finding someone who knows what they're talking about to get you a contextually relevant answer has always been a great strategy if you're the boss: "Bumstead - What's wrong with the Smithers contract!
As Euan suggests, you might ask a polite question - but you still need to ask it in place that might elicit a timely and helpful response.
The content of blog and wiki spaces can help.
Blog and wiki spaces become what researchers like call enriched "information patches".
These patches and the resources they link to are likely to become rich sources of highly contextualized information because they represent the work product of people engaged in a business process that provides a natural context for guided search.
I showed a few slides introducing Information Foraging theory, then a few screenshot examples using FAST's guided search to navigate Traction カジノのスロットで勝つ by space projectlabel, and automatically recognized keyword or entity person name, company name, location.
Or at least find a space where you can post your own question and expect a highly relevant response.
To download my slides click 4.
In addition to InfoWorld, we'd like to thank customers and friends of Traction for helping us build a product that works well and serves a useful purpose.
I'd personally like to thank Traction Software's employees and partners, as well as the inspiration from Andy van Dam, Ted Nelson and Doug Engelbart.
What a way to start the New Year!
A refreshing aspect of the panelists and audience members in this group is that none are pundits, blog consultants or vendors apart from me so it was an excellent opportunity to see the blog and wiki market from a pure user perspective.
Below are the notes I was able to scribble as the dialogue went on.
I tried to capture everything relevant as clearly and truthfully as possible.
Panelists Sarah Bloomer Manager, Business Application Usability THE MATHWORKS Loren Sztajer Web Manager, Employee Communications DAIMLERCHRYSLER CORPORATION Michelle Cullinan Director, Corporate Web Services Group NEW CENTURY FINANCIAL CORPORATION Sarah - We heavily use Wikis in our company.
We use it for free form text.
We make links to documents.
It has gone well because we are collaborative in how we work.
I use it to make meeting agendas and we make meeting notes in real time.
In development, you will see lists of items and links to information that may relate to requirements gathering.
On the intranet team we see them most in our development group.
In HR, Finance and Sales they don't like it as much.
For them, a developer put up a PHP app which is equally unsecured but is easier to use for those teams.
We have added a WYSIWYG editor on the Wiki and that has helped.
It's interesting how collaborative and unsecure it is, and how people don't worry about others mucking up their information.
Michelle - We are a mortgage lender with 7000 employees.
I am trying to find a good niche for technology.
When I got here I found loads of documents in Adobe Acrobat in a file system.
Not a very collaborative environment.
At that point, I was in Knowledge Management.
I later moved to corporate communication and was chartered with putting up an intranet site.
Our site was driven by putting up the policies and procedures and video.
We built up an intranet with ~15,000 pages in a content management system.
We also have news feeds.
We have strict rules on compliance needing to know what was in documents when.
When we get a request we have to reply within a tight number of days.
I was going to say we can never do blogs or wikis.
But i just spent a little time with today and he gave me a good idea for how to collaborate on competitive information.
For example when we go to trade shows and want to share and discuss what was learned.
We have to figure out how to add value with limitations.
So we often look at what we can license and bring in.
For collaboration, we have a grass roots SharePoint site which is ugly but people use it and like it.
Loren - At DaimlerChrysler we have done a bit of a hybrid.
Done some blog and thought a little about wiki.
Biggest problem I have with wikis is accuracy.
If you read about wikipedia when Kenneth Lay died, there was a lot of misinformation posted to the entry about him.
I have to go to wikipedia and police the sections about DaimlerChrysler for accuracy.
I often go there and have to change inaccuracies.
We have acronyms that mean different things in different divisions.
There is a lot of inconsistency in terms of what a term is in Germany vs.
I see wikis as possible for project teams.
We are using a Notes DB for collaboration right now that is really slow for uploading docs on a portal project I am working on.
I can see using a wiki for this project.
As far as blogs go, I kind of consider myself a purist about blogs.
I think the term is over used in our industry.
People call things a blog when they are not.
I have to ask whether someone is really talking about a message board.
A blog is what it is, a web log, a personal journal.
Blog is really a technology for delivering information and you can apply that in different ways.
GM has a Fast Lane blog which is allegedly written by Bob Lutz but PR is definitely involved.
The question to me is about honesty.
Sears has an exec that writes his own stuff, and that is a good case.
We link an experimental private blog for the media.
Its a closed environment requiring that you get approval to access it.
Well, one of our VPs likes to post on it.
He wrote his own personal observation on it and it came out as a huge headline that said "" which is please click for source massive misinterpretation of the company opinion and should not have been represented as it was in the media.
One employee saw some blogs that said bad things about the Viper.
An employee commented in public on the blog with confidential information about the new model Viper.
The impact is that people are swayed from buying the current model, waiting instead for the new model.
As a public company we have to be very careful not to say things in public that are not disclosed in the proper ways through proper channels.
If we had blogs where people could get confidential information inside the company, we risk proprietary information getting out of the company.
I think the example is good, where blogs are private to groups.
Moderator - Sarah, you used the example of meeting agendas, I liked the competitive information example from Michelle too.
What are other examples in a collaborative environment?
Sarah - Requirements are a good example.
I am trying to get some of our international people to use it more for that.
I am a usability person, so I will post screen examples and ask for commentary.
Loren - I think it may be effective for developing technical documentation.
I have thought of suggesting it for our engineering community.
Its the open conversation and open posting on general kinds of topics that I think get you into the danger zone.
Sarah - Wiki is a community tool.
People come in and edit a version, phrase. ラッキーチャームスロット confirm it becomes a wash with respect to personal views.
It is good for technical documentation.
Michelle - About blogs, I think it may be important to play a participatory role.
Recently, I was asked by article source relations to watch blogs that reference us.
Audience member - Can someone speak to the technical ramifications.
If you compile, edit, compile, edit.
What do you end up with?
Audience member - There are different levels of formality.
Audience member - But you end up with multiple versions.
How do you deal with that?
Audience member - Only the current set is shown, and the database with revisions does not grow too quickly.
Michelle - We have a CMS and large website.
We are the gardeners of the 15,000 pages.
We don't display anything but the current version.
When the company structure changes, we move the content.
Structure and version control are important but the users don't see any of that.
Loren - Blogs are just authoring tools now.
I think the concept of blogging has been corrupted.
Audience member - How do you differ blogs from discussion forums?
We ruled out blogs, but need a message board.
Loren - In the case of WebBoard, its a difference of presentation, you can repackage as a blog.
Blog is just a view, really.
Sarah - We haven't had abuse.
There are no written policies that I am aware of.
please click for source the same rules would apply to this as anything that happens in a public space be it graffiti in a bathroom or something you say at a cocktail party.
Audience member - How do people find the wiki or wikis and what does it look like?
Sarah - It's a bit like a document and a lot of text with links.
We tailor ours a bit to match some of our intranet styles.
Otherwise very simple with bullet points, URLs, headers, and so forth.
Audience member - I look at the analogy of a requirements document where I can't see the differences readily in Word.
Panel member I didn't notice which one - For formal requirements, a Word document is usually the right approach.
Me - We have over 700 posts describing features and bugs that are changed or updated in our current release.
Doing this requirements documentation in a Word document would be impossible, and reallocating features to different versions would be a very large chore.
If required, we can export to word or PDF but managing the source content in Wiki fashion in Traction is essential.
Audience member - And Wiki can make a table of contents.
Michelle - This approach won't work in the part of the company that is not collaborative.
Loren - You can always password protect your wiki to keep it to a smaller group, private team.
A problem I see with Wikipedia is that CNN quoted Wikipedia as a source.
I wonder when that became an authoritative source for information, it's often wrong.
In the enterprise, however, there is a question as to whether 2.
A tally of customers I've worked with tilts highly in favor of boomers over babies.
The best outcomes consistently occur when some level of management gets behind an initiative and key stakeholders agree to a consistent process for using blogs and wikis.
It is this shared understanding and support which provides consistent year on year success and growth at customer sites ranging from link 'WSIN a justice department law enforcement watch center public423, to a, and the UK's.
This is not to say that forced collaboration is good collaboration, but to say that aligning support for an Enterprise 2.
In fact, in these cases the so-called cultural issues seemed to dissolve completely.
No, Koenig explains that KM is far from a fad, and took a stab at defining knowledge management.
Previous management fads as measured by the number of articles in the business literature on the topic showed a consistent pattern of boom and bust over a roughly 10-year cycle, with four or five years of explosive logarithmic growth, followed by an only slightly longer period of almost equally dramatic decline.
KM by contrast, takes off slowly, launches with the tech bubble in 1999, settles a bit, and grows steadily between 2000 and 2005 with a spike in 2002.
Many people try to grapple with the KM Term.
Kaye Vivian wrote about.
Koenig claims by metaphor that "KM is the name for the forest of information, content, knowledge and IT management.
When blogs became popular in 2002, they were thought by many to be just another of the fad's Koenig refers to.
David Sifry's latest shows the opposite trend, sustained growth for blogs on the public web: We can't measure the growth of enterprise blogs deployed behind the firewall see as discreetly, but its fair to say that a similar pattern is developing, albeit at lower total numbers.
Enterprise Blogs play a key role in KM because they hold the narrative that shows a path through the information in the metaphorical forest.
Blogs and the bloggers that fill them tend to provide links to key reference information in their narrative over time.
John Monroe's coverage of FCW's Knowledge Management conference last month included a story titled.
In it, Munroe details a session led by Gary Klein, chief scientist at.
A narrative approach makes it much easier to delve into experts' thought processes, which is where real knowledge is to be found, Klein said.
It is usually easier to teach people by developing a series of vignettes that bring that tacit knowledge to life for others.
That is the point of knowledge management.
By making comments on and linking between trees knowledge assets stored in any ECM, DM, KM, Collaborative Workspace or other information systemBlogs show the knowledge traveler what's important amongst a list of disconnected content and similarly ranked search results and how to find the way through a dense and otherwise difficult to navigate and understand forest.
The information in the blogs themselves may conisist of pointers to knowledge content, or may be 'the content' itself.
So new trees may grow out of the communication conveyed over time in the enterprise blogs.
The ever perceptive Dave Weinberger quoted a Gartner survey of CIO's in 1999: ".
You said there'd be hors d'oeuvres.
I think its best to start with the assumption that knowledge lives in people's heads - it's the clear perception of fact, truth, or duty by a person - and discover how organizations can best make use of what people learn and perceive in the course of their organizational life.
I like for capturing the need for patience and subtle skill, and for the implicit recognition of the difficulty in quantifying business value of the activity.
The ROI of trout farming is a simple business exercise - asking for the ROI of fly fishing seems like a pretty silly question.
The challenge is to motivate organizations to 無料のオンライン戦略戦争ゲームpc, appreciate and reward the effective use of what its' people know, without interfering with people's ability to do their work.
I believe the best approach is to design systems that people want to use for daily working communication and collaboration because it makes their life easier.
Then mine, comment, and build on that "work in flow" for higher value lessons learned and as a long term record of experience - over and above the direct operating benefit.
This isn't a new idea: based his augmentation theory on the use of a time ordered journal ; writes on bottom up knowledge managment frequently; Thomas Stuart's Wealth of Knowlege published December 2001 includes a グランドパーカーユーロカジノの苦情 example and a great literary quote: At a company where I worked many years ago, circulating correspondence was an everyday practice.
It was also one of the simplest and best knowledge management techniques I've ever seen.
Whenever you wrote a letter -- and we wrote a lot of letters -- you made two copies: one to file, one to circulate.
Every week or every so often you took the circulating set, culled any that included confidential dope or made you look more stupid than usual, stuck on a buck slip, and put them into your outbox.
By the time the folder returned, it was generally time to refill it and send it out again.
Everybody participated, including the chairman and the president.
Reading my superiors' letters opened a window into how they conducted business with the world outside; I aped things more experienced colleagues did, and saw how they handled tricky situations; I copied useful addresses into my Rolodex another antique.
I learned who knew what, and that made me better at asking for advice.
Circulating correspondence was obligatory, easy, and genuinely useful.
As such, it stands in stark contrast to much of what today passes for knowledge management -- an activity that has assumed immense importance in the corporate world.
As time marches on, and Moore's Law with it, this technology gets swifter, stronger, and subtler.
Why, then, is there a nagging sense that all of it misses the point?
Or that much of the time it yields no more insight than a file of circulated letters?
Maybe Knowledge Fishing will do!
His post on tells a great story about what happened when he decided to open up his mailbox to his direct reports: My intention was to let them see 双子のゲームをオンラインで無料で見る what I did by showing them what I faced, the incoming mail.
That they could somehow vicariously gain the experience of sitting where I sat, doing what I did, thinking what I thought, by seeing what I saw.
And then I observed what they did.
Boy was I wrong.
This strikes a very deep chord for me.
Many years ago, I worked as project engineer at the Naval Research Lab with a handful of peers and a very creative boss.
My boss would shuffle project assignments every now and then: I'd take over Rick's project, he'd take over mine, Sue would swap assignments with Peter, etc.
It was a small office.
We knew generally what everyone else was up to and how it was going, but we each were deep in development, consulting, contract management, meetings, sponsor briefings and lively discussions with other project stakeholders.
We could see the forest, but managing a project meant dodging the trees while running as fast as you could.
When YS pulled the rug out under from us, the only way to come up to speed quickly was to scan the project serial file he had us keep.
Each project's serial file was nothing fancy.
In pre-email days, the project serial file was a pretty accurate snapshot of our interactions with the outside world interleaved with internal notes and memos.
We all kept our own date stamped lab notebooks for private jottings.
A day or so of close reading and the chance to ask a few pointed questions to the original project engineer "You said WHAT to Captain K??
We learned to use the project file to refresh our memory on details before and important meeting or decision - or just to reflect and review the bidding.
We learned to use each other's project files to keep track of dependencies and learn how to handle problems.
Thomas Stewart had a similar experience: "A whale ship was my Yale College and my Harvard," said Herman Melville's Ishmael; when it came to learning my job, circulating correspondence was mine.
Reading my superiors' letters opened a window into how they conducted business with the world outside; I aped things more experienced colleagues did, and saw how they handled tricky situations; I copied useful addresses into my Rolodex another antique.
I learned who knew what, and that made me better at asking for advice.
The TeamPage blog + wiki tool lets everyone look over my shoulder - and vice versa - as we tear off in different directions and do our work as individuals or teams.
I rarely need to read any one project in real time, but I know that I can come up to speed quickly, search across all projects, and dive in if I need to.
If someone asks for help or sees an opportunity, they can post it if it's not urgent; add a tag to anything that needs quick action; or IM a permalink if they need me to look at something now.
What I can do, all of Traction's employees can do - only the "Board of Directors" project is private.
Board pages or posts - including monthly financials - are cross-tagged to make them visible to all hands when the dust settles.
It works the same way for our customers, reseller partners, OEM partners, law firm, Board members, PR firm and contractors.
They just see, subscribe to and search a smaller set of projects than Traction employees, based on permissions assigned for each project.
For example, each partner, customer, and contractor we have a long term relationship with has a separate project blog + wiki space dedicated to private working communication between us and them.
All Traction employees, partners and customers share access to other project spaces for common work and discussion.
We cross-tag posts, comments or pages we want to make visible across larger number of projects - and involve a wider audience.
More and more, knowledge management is going to be about reducing the cost of, and simplifying the process for, letting someone watch what you do.
It's simple: Teachers ask.
You choose, Students learn.
Click the badge below to learn more and bring some light to classrooms where any contribution can make a difference.
You'll feel good on a person-to-person level, and help children succeed in life.
I learned about DonorsChoose.
Of the many great local projects, the one that hit me was a math teacher asking for a LCD projector to follow up on the great response from 4th grade students when she was able to borrow the only LCD projector in the school one day a week for a special end of year project.
This is in an urban school district with very tight budgets and almost 90% of the students receiving free lunch.
An LCD projector is the sort of tool that's cut when absolute necessities are hard to afford - but can make an enormous difference in engaging kids in learning.
The teacher made a case that was heartfelt and compelling.
I topped off the starter gift and felt great.
Let's get some of this affordable tech gear in the hands of teachers who will value both the donation and vote of confidence.
Projectors can help many kids over a period of years.
Choose your own favorite and let there be light!
Based on requests for a copy of the presentation, it was well received.
One example worth sharing related to how blogs play a role in interpreting markets.
One of their "Featured Trends" compares the incidence of the terms Cancer, Heart Attack, and Stroke.
You can see that the Cancer term beats Heart Attack and Stroke 4 to 1.
You can also see a dramatic spike in Cancer interest in early August 2005.
Here is the rest of the story.
The word cancer is used for many purposes.
Diving into the search result on cancer, you will find more than a few results using the term Cancer for non-medical terms.
Caltechgirl uses the term politically ".
Diving into theI can see that the chatter is a result of Peter Jennings losing his battle with cancer and Dana Reeves wife of Christopher Reeve beginning her battle with lung cancer.
These blog posts don't provide new information.
They do provide interpretations of existing, public, information, which in CI terms is considered secondary source.
The graphical view provides insight into the secondary source and, in a way, provides a ready feed and interpretation of what individuals are thinking in the aggregate and at the individual, primary source, level.
I will leave the interpretation of those trends to the pharma companies, but will suggest that they can determine when a trend opens up marketing opportunity, warns them to steer clear of certain topics, and helps them identify niche markets.
Suw is a Corante analyst, author of and author of.
Conversations ran the gamut as they should when a virtual colleague is first met in person.
Among other things, Suw briefed me on thewhich she heads in her copious spare time, and, we exchanged ideas on social software adoption.
We are both steeped in various implementation projects and have seen some similar, some divergent trends.
What's clear is there are no hard and fast rules, but lessons to learn from each deployment.
Mike Gotta lays out three major which include "organizational socialbusiness process and IT infrastructure.
For example, supposing you want to post project status reports to your boss, you need agreement from the team that everyone will blog reports, process alignment to ensure that the information will flow properly up and across the corporate food chain to the right people, and IT facilitation to enable e-mail notifications for those who prefer their e-mail boxes to RSS feeds.
Suw and I focused on the Social factor and first debated the two usual deployment models: Top down vs.
Top down requirements can be suppressive, I suppose, but offer instant alignment throughout the organization and increase chances for success.
Top down efforts can come with the encumbrance of requiring worker overhead and solving problems for management rather than day to day business process.
Grass roots efforts, when they take off, provide increased self-satisfaction for the "do-ers" and may be likely to solve business process problems for those behind the effort.
The problem with grass roots efforts, however, emerges ugly head when stakeholders upwards or downwards from "the grass" in the organizational hierarchydon't align with the process introduced by the effort.
Participation in the social networking software platform be it blog or wiki or workspace does not require a commandment from the boss top downbut it does require commitment on the part of the stakeholders who benefit by, need awareness of, and must interact with the information entered into the platform.
Otherwise, the social platform isn't social at all.
The grass roots + organizational commitment model is not the best or only approach, but it certainly aligns the social adoption factors in a way that are likely to facilitate rather than conflict with the process and infrastructure factors.
And have just now gotten over jet-lag, life-lag, and the desk clearing process required to allow focus here.
While in London, I made a point to see most of our resident customers and partners.
Matt Mower of met with Allan Engelhardt of earlier in the day.
And I went to Dartmouth a few years before and lived in the house next to Jay Bregman of.
Allan is one of the deeper and more wordly IT experts I have yet to confront, so his site and are certainly worth monitoring.
And his aren't half bad either.
I originally met Matt on a K-Log discussion board.
In person, he is as entertaining in person as he onand no less opinionated thats a good thing!
Elsewhere in London, I met up for tea with Ross Mullenger of Vantis previously Numerica who was featured on the cover page of Internet Week UK in an article titled "Meet Joe Blog" back in September 2003.
The original article and Traction case study is nowhere to be found on the net, but an extract appears in a shorter version titled Also, did a nice story on Ross's deployment.
Adopting an anonymous persona for for satiric or polemical rants has a long and honorable history, unlike the self-serving sock puppetery of some.
The former FSJ takes a nice parting shot at : "One bright side is that at least I was busted by the Times and not Valleywag.
I really, really enjoyed seeing those guys keep guessing wrong.
For six months Dr.
Bigglesworth put ブロックされていないゲーム4u duck life 4 big brains together and couldn't come up with the answer.
Guy from the Times did it in a week.
So much for the trope about smarty-pants bloggers disrupting old media.
My only regret is that we didn't get a chance to see Bigglesworth take a few more swings and misses.
So long,and all you.
Somehow I don't think we'll be reading much more of you on the pages ofIf we do, I fear it will be in a different voice, even if it doesn't turn FSJ into Forbes' own.
Any of you frigtards who posted your oh so clever "I am Fake Steve Jobs.
Boothby's conclusion is "the biggest take-away I have comes from the last point.
In a work environment, new technology is never adopted over night.
It takes time to move people over.
When introducing something as radically new as Enterprise 2.
In cases likewhere the team and management agreed on a process for using and the wiki site was organized well to support their goals, overnight adoption can succeed.
However, in most scenarios, its necessary to lead users to the water and slowly transition people and their communication and collaboration processes to the wiki.
The question is "how?
One popular method in Traction TeamPage is to use on the newspages of wiki projects.
The screen shot below is a demo wiki site I created for a customer who makes specialty metals.
The left column shows the tag cloud for the page while the middle section includes sections that fill dynamically based on the content in the wiki project: The sections play two roles simultaneously.
First, they bring important time ordered Status Reports, Meeting Notes, Issues and Questions and wiki type content Alloy Glossary and Tech Doc to the foreground.
Second, the Add buttons aim to engage indiividuals in the process, leading them to the water.
Individuals are often shy to go here using a wiki because they don't know the basic skills which are as simple as Post, Comment, Link and Label.
But even with the basic skills, they still may not know understand the use case for a given wiki project space.
Encouragement from team members coupled with subtle hints from the interface work together to solve the adoption, cultural and process transition issues faced by organizations seeking Enterprise 2.
More specifically, project teams need to communicate and share content over time - that's the form of a blog and is the principal rationale for why every project team should maintain one, or more, blogs.
Additional project management functions required can be layered on top of the blog, or can be provided by other more structured systems when necessary.
McDonald explored the Project Blogs topic via a pair of surveys in which he found that project managers may not yet identify the "blog" as the technology they need - but they certainly identify the features of the blog at the top of their technology requirements.
File management and discussion the basics of information sharing and collaboration were at the top of the list.
I would argue that the journaling aspect of blog systems, posting content and conducting discussion over time, is the first requirement for project teams.
Features facilitating versioning of text and documents, more sophisticated discussion, collaborating on and managing requirements, organizing with tags as well as search and notification via e-mail and RSS all follow suit.
This is a case of function follows form.
Communicating and sharing information over time is the required form, where the functions may vary depending on whether the team is focused on brain storming, status reporting, issue resolution, meeting notes, or requirements management.
In my experience, there are two forms of project teams, those that have complex task dependency and resource requirements versus all others.
In the former, teams need blogs to support every day communication and in the latter, blogs offer a "whole solution.
For the "all others" group, he argues that for teams which are development or innovation oriented: the collaborative and information sharing features of blogs and wikis might be much more important while the formal chart and task dependency management features of more traditional project management tools might take more of a back seat.
In such processes where innovation, collaboration, learning, and mentoring take precedence over a set timelines and task dependencies, the core features of the blog might provide major benefits, especially if use of the blog can be tied to a reduction in inefficient email attachments and meetings.
For "Heavy-Duty" projects, McDonald says: There are certain types of projects where the size, complexity, and time dependency call for heavy-duty task- and resource-management tools that are well integrated with corporate management, HR, and time reporting systems.
In such cases the communication and publishing functions of the blog would take precedence by making the availability of reports and data from the more structured tools more accessible.
A blog is a simpler and lower cost than most enterprise tools, but the conversation and content in project blogs provides the context to project tracking and resource management tools.
The blog content leads the reader to the water - explaining the relevance of a certain report such as describing why a particular resource constraint is a problem and what the team needs to do to fix it.
In light of function follows form, both types of projects benefit from communication over time.
The heavy-duty project teams may benefit additionally from the ability to link to records and reports in their resource management systems - or, better, widgets like our Google Map widget which can take parameters and display the other application in-line within a blog or wiki page where it can be described and discussed.
The authors Lynda Gratton Professor of Management Practice at London Business SchoolAndreas Voigt Research Assistant in Organizational Behavior at London Business School and Tamara Erickson President of the Concours Institute studied 55 teams in 15 large European and American companies between 2004 and 2006.
Team size averaged 43 but ranged from 4 to 184.
Their judgement of diversity was based on differences including age, gender, nationality, education level and functional role.
These are internal factors which can be controlled versus external factors like dependencies on vendors, market changes, or weather!
While some may argue that subgroups don't need to interact on a day to day basis, the authors claim that "knowledge sharing across subgroups is critical for complex teams to operate effectively.
Leaving the solution simply to mechanics to be orchestrated by the project leader is like asking them to hold up the sky.
You also have to look for "leaders" to operate at the grass roots - encouraging team members to collaborate from the top and bottom of the project organization.
Leadership must also come from outside the immediate project team, in the form of enterprise wide efforts to bolster collaboration as a whole.
I talk further about creating a culture of collaboration in and.
Collaboration and knowledge sharing problems godfather 2のPCゲームディベート solved easily with the right mix of human and technology factors.
Blog style status reporting over time and wiki style knowledge sharing coupled with good leadership offer the simple antidote to the expensive alternative of team failure.
A pair of studies appear in an MIT Sloan Management Review profile.
The studies authored by Sinan Aral Leonard N.
Stern School of Business and Erik Brynjolfsson MIT Sloan School of Management look at productivity at a recruiting business, and find some surprising results.
The studies examine over 125,000 e-mail messages along with recruiting project completion and revenue generation.
One study discovers that increased use of e-mail increases, not decreases, the time it takes to finish a project.
However, in these cases, recruiters are multi-tasking across several projects at a time and ultimately finish more projects and generate more revenue.
The turtles beat the hares.
Beware a caveat - the authors warn of a limit to multi-tasking.
What's more, two other communication factors play a role in the habits of the most productive recruiters.
Social Network centrality: Those recruiters who both multi-tasked and were in the center of a lot of e-mail flow were more productive than recruiters who had less internal connections.
Outflows: Just like high performing subsidiaries which seek help from other subsidiaries of a large company seethe recruiters who received more e-mail information from colleagues generate more revenue.
While e-mail is shown here to have its positive effects, hopefully the results of the study don't point a rose picture of the.
The problem it creates is right there in the results.
Points 1 and 2 above both point to the benefit received by the individuals that have access to more information and more people.
By publishing the content of new information to a blog that's accessible to all the recruiters, information will flow more freely to more people and create a stronger, more inclusive, social network.
Marvin talked about the evolution of records management, Matt Kowalczyk reviewed the use of Traction for a US Department of Defense project, and from IDC pointed us to the role of Blogs and Wikis in contextual collaboration.
Over a bagel, I had revelation on knowledge worker productivity.
Marvin Kabakoff provided a useful context and introduction.
Record keeping has changed dramatically since the etching of records in stone to papyrus.
In the last 30 years we have seen a major changes in terms of what we keep and how we keep it.
In the future, record keeping will change more rapidly.
We now have email, IM, blogs, wikis and other technologies.
We have concerns at archives in terms of エクスカリバーデイリースロットトーナメント do we keep and maintain the public record.
If someone sent an IM where did it go, and where was it saved.
The discussion of record keeping later evolved into a discussion of "What constitutes a record?
He pointed to benefits including a 75% reduction in the status reporting process and a 50% reduction in time spent by end users in the electronic communications management process.
A NARA rep asked how and where we stored the blog archive from the Liberty Project.
I opened up a wider thread about what aspects of the blog system should be considered a record.
In addition to the posts, comments, and meta data, you could consider the log of who read what when otherwise known as the W3C web server log a record.
In the context of the DOD project, there was reasonable agreement that the important record was the final Opportunity Analysis which serves as a report to the DOD sponsor and is stored in their archive.
While some folks took comfort in the assessment that an OA could be the material record, I pushed the conversation one leg further down the path.

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