See on definesocial.babson.edu
Having just returned from a master class taught by Alex Osterwalder, author of the ‘Business Model Generation‘ and the similarly named canvas tool used throughout the business world, there are a swirl of ideas going through my brain.
I’m quite fond of his canvas and had already used it often, but it was extremely useful to see how he personally approaches the methodology. I can’t recommend the book or the tool highly enough, in my opinion there is an immense amount of power contained in the process itself that goes far beyond designing business models. It expands the viewpoint of participants and embeds in them a form of ‘critical thinking for business’ that is difficult to achieve through other methods.
One point that was reiterated throughout the two day workshop was the notion that businesses (enterprises in particular) need a portion of their attention and resources dedicated to constantly experimenting and testing new business models. Effectively, developing and testing startups within their walls. I find it fascinating how seemingly different these efforts are at first glance compared to a large scale social business transformation, and yet how closely intertwined they are in practice. One helps to clearly describe ‘what’ you want to do, the other is a method of ‘how’ you’re going to achieve it through organizational design and culture initiatives.
Now that I’ve fawned over Alex’s work and given him some free advertising, let’s get back to the topic at hand, the need for creating innovation centers and intrapreneurial efforts. This point is not particularly new,
This is a nuts-and-bolts guide.
Jacob Morgan provides the information, insights and a strategic framework you need to use emergent collaborative software behind your company‘s firewall to solve business problems, unearth new opportunies and to drive innovation.
This book is about enterprise 2.0. As defined as the use of emergent social software platforms by business in pursuit of their goals regardless of whether it is inside or outside the firewall.
Jacob Morgan is the principal and co-founder of Chess Media Group, a management consulting and strategic advisory firm on collaboration. He is the author of his new book “The Collaborative Organization,” the first strategic guide for executives and decision makers seeking to deploy emerging technologies and strategies in the workplace (published by McGraw Hill, due out June 2012).
4,5 stars on a scale 0-5.
In an earlier post I wrote about the inertia of some managers for investing in knowledge management.
In that post I made a reference to Kaplan and Norton’s Strategy Maps: Converting Intangible assets into tangible outcomes.
Jacob includes one – at least for me – essential part of it:
None of these intangible assets has value that can be measured seperately or independently.
The value of these intangible assets derives from their ability to help the organization implement its strategy…..
Intangible assets such as knowledge and technology seldom have a direct impact on financial outcome such as increased revenues, lowered costs and higher profits, Improvements in tangible assets affect financial outcomes through chains of cause-and-effect relationships.
Jacob and I agree completely with that statement.
The author claims that one can use the book as a guide for a one’s collaborative journey. One should utilize everything you can in this chapter and in the book, adapt it, change it and make it your own. Regular readers may see a similar approach as of my blog serve4impact: context, connect, construct and compact changes. But be cautious: the book has a technology focus. To really start your collaborative journey I would like to recommend Morton Hansen book on Collaboration and Andrew McAfee’s Enterprise 2.0.
I refer buying this book to anyone who is working in a knowledge intensive industry. As a manager or profesional. It is not limited to leaders for creating , implementing and adapting a strategy. Buy the book and do not read all of it. Check out your action points and start reading. As stated before, there is even more food of thougth (such as this fine reading list).
One flaw of the approach is that the approach of collaboration is limited at the enterprise level. Be aware of that.
But to mitigate that flaw, I will include some fine decks. Not for reading, but for creating action.
Senior executives are skeptical of the value of social software.
I do not state that this decade is the decade of the most turbulent change in the history of mankind. But i do believe that – as a result of the disruptive effects of technology, knowledge is becoming faster and faster obsolote. And that does have managerial and HR consequences. But it affects you as a professional and as a person
Bringing new and relevant skills to the workforce has never been more important. To do so successfully, organizations must absorb the best practices of internal and external experts into their own knowledge base, connect people in ways that will encourage innovation and turn the entire enterprise into a learning team.
“Services like Scoop.it depend on a community of millions of hardworking experts who wonder what to do with the wealth of knowledge and wisdom they have accumulated in life and are happy to share it.”
Written by blogger Shred Pillai on the Huffington Post, this vibrant praise of Social Curation in general and Scoop.it in particular, points out the changes we’re seeing in the way we look for information. From basic search, we now look more and more for meaning and context from human experts.
Beyond information, we want knowledge.
And this is what Curation is all about.
As he concludes: “At the end of the day, Scoop.it, which is free, is the right answer for information seekers and providers as well as the experts who like to show off their expertise.”
See on www.huffingtonpost.com