Podular Organization and Edge Businesses
MAY 9, 2013
My last post, Institutional Innovation and Podular Design, noted a number of insights from the Aspen Institute''s report, Institutional Innovation: Oxymoron or Imperative? One insight which I did not discuss is relevant to understanding the changing way teams work together in organizations and, by implication, in a Connected Company. Richard Adler the Rapporteur for the Aspen sessions, notes that, "New findings about the power of collective intelligence and about the most effective ways of organizing teams are providing practical insights about how to accelerate innovation." Enterprise 2.0
Design and “Gamification At Work”
JUNE 24, 2013
The Interaction Design Foundation is publishing Gamification At Work by Jankaki Kumar and Mario Herger for the public tomorrow. just finished reading the book and taking notes thinking I might review it. However, rather than do a simple review of the book’s content, I decided to situate the major points from the book into a post on […].
Social Flow and the Paradox of Exception Handling in ACM
SEPTEMBER 28, 2011
There is nothing like an exception to the way things are done to highlight the need to increase knowledge sharing, especially if the exception is one instance of a pattern that results in bad experiences for customers. As Jay Cross recently noted, people learning at work rely on social, or informal learning, around 80% of the time. Change Management Collaboration Customer Experience ACM adaptive case management Business Business process management exception handling informal learning Performance management shared experience social flow social learning
Siloed Social Conversations Impede Shared Experience
JUNE 19, 2013
The Altimeter Group’s report from earlier this year, The Evolution of Social Business: Six Stages of Social Business Transformation, offers the above graphic to exemplify the way social networking develops as the social activities of businesses mature. tend to feel skeptical about many developmental models in social business simply because markets differ, sometimes in fundamental ways, […]. Change Management Collaboration Experience Design Innovation Social Business Design Social Media Social Networks Uncategorized co-creation community Customer Communities Enterprise 2.0
How to Choose Between On-Demand and Instructor-Led Training
Not sure whether to offer on-demand or instructor-led training, or both? Each has its pros and cons and your decision will depend on your organization’s needs and goals. Download this eBook to learn which option is better at scale, as well as the resources needed to implement each training type.
Social Learning, Collaboration, and Team Identity
MARCH 3, 2010
One of my earlier posts asked the question, Who's on Your Team? Its focus was on the importance of social software applications in the Enterprise to the ability of distributed project team members to recognize who is on their team at any point in time, and who isn't. Organizational analysts refer to the challenge as a boundary definition problem for teams, when members are spread across large distances whether geographic or cultural in nature. Recently, Mortensen continued researching the topic by studying 39 officially defined software and product development teams.
Social Media Robots, Personas, and Narrative Gaps in Qualitative Research
APRIL 1, 2011
Back in 2006 I read the following point on Hugh Mcleod's blog, Gapingvoid: "If people like buying your product, it’s because its story helps fill in the narrative gaps in their own lives." At the time I thought it conveyed nicely the point made by Gerald Zaltman in How Customers Think that "companies should define customer segments ont he basis of similarities in their reasoning or thinking processes" (p. 152) rather than the conventional constructs related to demographics.
Social Flow in Gameful Design
MAY 21, 2011
Don't Gamify Wild Bill discussed the importance of designing for voluntary play in serious games. Play is the baseline requirement for any game designed to provide useful indicators for gauging individual and organizational successes over time. Specifically, my point is that those interested in gamifying employee engagement in social business, and who also aim to effectively use collaboration, must optimally design for emergence not just competition and cooperation as guiding principles. Collaboration Community 2.0 Experience Design Gameful Design Social Business Design Social Learning
Using Social Network Analysis in Social Business Design
SEPTEMBER 23, 2009
My previous post discussed the Open/Closed culture fallacy in social business design. contended that leaders of large corporations are typically unable to answer the key strategic questions posed by David Armano in an important post recently. In this post I'll continue that line of thinking by considering a combination of David's third and fourth questions in light of the open/closed culture fallacy.
Skill based learning – How it drives an organization’s performance
Training and learning organizations today play an active role in contributing to the bottom line of any organization by aligning their objectives to the immediate business objectives. This provides a solid ground for cost justification and encourages businesses to place training groups right where they should be, at the heart of a growing, thriving, learning culture.
Don’t Gamify Wild Bill
APRIL 25, 2011
There is a lot, actually a whole lot, of buzz over the past year about the gamification of business, specifically marketing, training, customer service. Much of it misses the simple point that it is the experience with it, the playfulness of it, that makes a game. Not the scoring system, or the rewards, or anything else can make up for a game that participants (customers or employees) don't experience as play. I'm not saying that incorporating game mechanics into relationships cannot create a motivating dynamic, at least over the short run. It certainly can.
Social Learning and Exception Handling
DECEMBER 9, 2010
We know that most learning in the workplace is informal. Most observers put it at around 80%. Recently, John Hagel and John Seeley Brown contended that "as much as two-thirds of headcount time in major enterprise functions like marketing, manufacturing and supply chain management is spent on exception handling." The most basic point to remember is that exceptions to formal business processes require efforts to design a scalable learning architecture that supports content co-creation needed to adapt to emergent challenges and manage the flow of that adaptation through an enterprise’s ecosystem.
SharePoint is not Enterprise 2.0 or Social Networking " Skilful Minds
MARCH 22, 2009
The title for this post is drawn from a recent assessment of SharePoint 2007 offered on Thomas Vander Wal's bog, Personal InfoCloud. Thomas' post, as always, offers a unique point of view on what Enterprise 2.0 consists and, specifically, how SharePoint measures up. Web 2.0 social media e-Learning 2.0 elearning 2.0 social networking twitter
Collaboration, Empathy, and Language in Global Teams
MARCH 27, 2013
The trade-offs in deciding whether to implement a lingua franca policy are pretty well known. Pressure from other global players such as suppliers, customers, partners, and competitors who increasingly use English is one. Diversification of organizational tasks across departments in different countries creates bottlenecks without a lingua franca, increasing inefficiencies. third reason relates to making mergers and acquisitions among global companies smoother in organizational terms. Change Management Collaboration Enterprise 2.0
Social Business, the Golden Rule, and Open Empathy Organization
MAY 20, 2009
I first took real notice of the term "social business" in a post early this year over at Peter Kim's blog. The concept is discussed by a range of observers interested in the implications of large numbers of people using web 2.o technologies, especially social media, within corporate enterprises as employees, or outside them as customers. Policies, processes, channels, touch points and transactions are increasingly viewed as parts of the social experiences organizations use to engage employees in collaboration and customers in conversation.
Exploring the Usefulness of Chartjunk at STLUX’11
APRIL 5, 2011
At the end of February I co-presented at STL UX 2011 with Dave Gray. Our presentation was called Exploring the Usefulness of Chartjunk. The collaboration behind the presentation started as an exchange between the two of us on Twitter regarding whether the whole concept of Chartjunk is a myth. Over a series of conversations about recent research on the relative importance of visual embellishment in how people remember and understand data, I suggested to Dave that we develop a presentation around the topic.
What are the Organizational Limits to Analytics in SCRM?
JUNE 24, 2010
Recent studies, one by Sentiment360 and the other by FreshMinds, contend that social media monitoring tools aren't very accurate in measuring sentiment, much less influence. The insight isn't a new one and speaks to the now well-known issue of whether social media engagement is scalable. SCRM Social Business Design social CRM
Transformations in the Grocery Shopping Service Journey
APRIL 15, 2010
Grocery shopping is one of those chores that we all have to do from time to time. I'm introducing the topic of grocery shopping as a service journey not because the concept is new. Few people who analyze what grocers do and how people who shop in their stores get the job of buying groceries done would be surprised that it is a journey. What I want to do is provide a brief history of the grocery shopper's journey, and key transformations of that journey.
Seven Simple Secrets to Off-the-Shelf Course Success
Off-the-shelf elearning is applicable for a wide audience, but it won’t address your organization’s unique situations or distinctive content. So are these courses all that helpful? For sure! Read on for 7 secrets to make off-the-self learning your own.
Ethnography, Globalization, and Experience Design
DECEMBER 2, 2009
One of the most visited posts on this blog is titled, Empathic Research Methods and Design Strategy. In it I add to points made by Adam Silver, a Strategist at Frog Design, noting that globalization and digitalization in the 1990s resulted in product and service interfaces with more culturally diverse and geographically distributed customers. The combination of these forces led designers to search for new methods to augment artistic intuition. The basis for such insight into the implications of globalization for design and marketing is certainly not new.
Social Media is a Compound Noun
SEPTEMBER 3, 2009
Social media is not a noun (media) accompanied by an adjective (social). In fact, as long as we think of it that way social media can only fail to achieve what the thought leaders who advocate its use believe it capable of doing. Social media is, in fact, a compound noun. Neither term is sufficent to describe what is done by those using it unless we consider it as part of the other. social business design social media
Empathy and Collaboration in Social Business Design
AUGUST 27, 2009
To get to the main point quickly, let's do what few people offering thoughts about collaboration actually do. Let's explicitly discuss what it is. First off, collaboration isn't just about people sharing information to achieve common goals. Collaboration is about people working with other people to achieve common goals. Advocates of Enterprise 2.0 sometimes make the fundamental mistake of arguing that collaboration is really only about achieving goals, leaving the implication that incorporating social software into the workflow of organizations is sufficient. It requires shared experience.
Socializing Big Data through BRPs
SEPTEMBER 11, 2013
BRPs result in business exceptions and take up almost all of the time employees spend at work. Interestingly, much of the writing I see on Big Data is about making ERPs more efficient or making guesses about when to expect occurrences of a BRP. In other words, both goals are really about making coordination of organizational efforts more efficient and/or effective. Big Data Collaboration Ethnography Innovation Social Business Design Ubiquitous Computing Web 2.0 Big data Data science exception handling machine learning Thick Data Thingamy Workflow
Leaving performance reviews behind: Where to start [Guide]
Is your company ready to move beyond the annual performance review? Where do you start? What are the keys to success? In this guide, you’ll gain an understanding of: the forces driving change, three foundations of success and take a deep dive into the skills gap many managers have that will sink your efforts before they start and how to address them.
Institutional Innovation and Podular Design
JANUARY 31, 2013
In Social is the plural of personal JP Rangaswami contends that institutional innovation is required to achieve the potential that social software offers organizations in general, and for-profit companies in particular. JP's voice is one of several important contributions to current thinking about innovation. Change Management Collaboration Experience Design Innovation Social Business Design Social Media Social Networks Web 2.0
On the Roots of Social Computing
NOVEMBER 17, 2011
I recently received an invitation from Mads Soegaard, Editor-in-Chief at Interaction-Design.org to offer those who read this blog an early view of a new chapter on Social Computing in their encyclopedia. I’m a little late on this writing for you to get a pre-publication view of the chapter but I wanted to make sure and point it out for [.]. Collaboration e-Learning 2.0 Enterprise 2.0 Innovation Social Business Design Web 2.0 Experience Design IBM Mads Soegaard Rob Kling social business social computing Social Media social network social software
A Learnability and Experience Design Update
NOVEMBER 8, 2011
One of my earlier posts discussed the learnability of a service as a key challenge for experience design. Today I ran across this early video from Don Norman on learnability and product design. thought I would share it. Experience Design Innovation Learning Experience Service Design Social Business Design User Experience Collaboration Customer Experience learnability learnable social learning user experience
Failing to See Money Hiding in Plain Sight
OCTOBER 4, 2010
I've discussed ethnography, especially digital ethnography, several times taking note that, whether we use ethnography in marketing or design research remains irrelevant to the methods employed. What matters is whether we develop the research questions around the assumption that sociocultural practices provide the data source for answers. Ethnographers research settings, situations, and actions, with the discovery of surprising relationships as their most basic goal. The most surprising relationships though are often hiding in plain sight, right under our noses.
Attract, Engage, and Develop Talent using Open Badges: An IBM case study
Companies have an incredible opportunity to use badges to help attract, engage, recognize and develop talent. There have been significant developments around digital credentials and particularly the fast rise of badges and micro-credentials. Learning Professionals need to be aware of what's happening and innovators should be taking a leading role. In this session, David will go through the well-known IBM Open Badge Program to help explain badge programs.
Customer Competencies, Co-Creation, and Brand Communities
OCTOBER 20, 2009
Word of mouth communities and networks using social software are increasingly spread over regional, national, and international borders, making them much more important to those who market branded products and services, online and off. The recent buzz around the concept of social business points to the growing importance of social networks and communities to the evolution of business practice. Whether companies are in fact closing the community gap and the engagement gap remains an open question though. empathy empathy with customers engagement Innovation
Social Business Design: Insights from HP’s WaterCooler
JULY 15, 2009
So, here social media sits, between fear and faith. Needless to say, the truth about social media's implications for business design lies somewhere in the middle. The fact of the matter, as Todd Defren tells us, is that we need to begin seriously discussing "how Social Media Thinking will impact the greater whole of the company.". Customer Experience Enterprise 2.0 Experience Design social business design social media socialCRM
Social Media, Word of Mouth, and the Cynefin Framework
APRIL 20, 2009
Speaking the language of customer-centricity is not good enough. Companies must talk-the talk and walk-the-walk for brand strategy. Brand strategies are most effective when based in the design and delivery of business services themselves. Listening to the conversations people engage online about a topic (such as your brand), and eliciting the participation of those people in the development and refinement of products and services, are two key parts of an experience design strategy. Even though you may think this is a "Duh!" insight, consider recent findings on the engagement gap.
Finding the Social Core of Facebook Friends: Revisiting the Dunbar Number
MARCH 1, 2009
A recent Economist article discusses the relevance of Dunbar’s Number to friending in Facebook, and its relation to the size of social networks, especially networks of close friends. The article addresses a similar issue outlined in an earlier post here on the influence of influentials on Twitter, which focused on findings of a recent study by members [.]. Social Networks social media facebook friends social core social media marketing social network social networking twitter Web 2.0
Best Practices for Launching an LMS
When launching a new platform to deliver customer and partner training, there are a few key items to keep in mind. The best and simplest way to stay organized during this process – and be able to measure success – is to follow the tried-and-true practices outlined in this eBook. Click to download.
Paradigm Shifts, TED Talks, and the Rosetta Stone
MAY 2, 2013
People discussing the pace of change that organizations face in dealing with connected customers, globalization, competition, distributed workforces, innovation, etc. often assert that a paradigm shift is needed. agree with the basic point. However, the way forward is seldom clear and simple when facing the need for dramatic changes in how we think about organizing what we know into practical changes to such fundamental challenges. Collaboration Experience Design Innovation Social Media Egyptian hieroglyphs invention paradign shift philology Rosetta Stone Social Sciences TED Talk TED Thinking