Category Archives: Core


Social & Workplace Learning through the 70:20:10 Lens

Cathedral of Learning, University of Pittsburgh

Cathedral of Learning, University of Pittsburgh (Photo credit: Wikipedia)

The shift in focus to workplace and social learning by HR and Learning professionals over the past few years is an significant one. And it’s not just a passing phase or fad. It is reflecting a fundamental change that is happening all around us – the move from a ‘push’ world to a ‘pull’ world, and the move from structure and known processes to a world that is much more fluid and where speed to performance and quality of results are paramount.

Provides background, commentary, and roadmaps around the (wise) L&D proposition that “…lessons learned by successful and effective managers are roughly:

70% from tough jobs

20% from people (mostly the boss)


10% from courses and reading”


The 5 Teams You Need for Effective SharePoint Governance


Photo by Agustin Diaz


By the end of this article, I may not be able to give you all the answers to the questions above, but I hope to at least add clarity and give you some practical structure and tactics you can use to achieve effective SharePoint governance.

In particular I will provide answers to the following key questions:

  • What is effective SharePoint governance?
  • How should I structure my governance teams?
  • How does business strategy fit into SharePoint governance?
  • What should my governance teams be doing?

Let’s start with what “effective” SharePoint governance is, and what it isn’t.

Social Business

DemingHill on “Why Executives HATE Social Media”

The truth is, I would LOVE to commit to social media in a significant way, but so far nobody in my organization has stepped forward with a cerebral, strategic, multi-generational, integrated, systematic, and sustainable methodology and roadmap for synergistically capitalizing on this medium over the long haul.

Indeed a long and rambling piece. In fact two pieces: first a long and rambling narcissistic first-person spiel about how CEO’s aren’t narcissistic, followed by a series of well-constructed executive-facing social selling points.

If it were indeed the journaled diatribe of a single individual, I’d question her stability.

As a light-hearted journey through the mind of the executive everyman, though, it makes for good reading.

Social Business

Robert Brandson keeping retiring boomer expertise: an e20 no-brainer, but more good ammo for the pitch

A McKinsey Quarterly survey in 2007 found that the Baby Boomer generation is “the best-educated, most highly skilled aging workforce in U.S. history.” Though they’re “only” about 40% of the workforce, they comprise more than half of all managers and almost half of all professionals, like doctors and lawyers.

Many are preparing to leave – and American leadership isn’t prepared to lose them. To paraphrase one-time presidential contender Ross Perot, that “giant sucking sound” being heard across the business landscape is the vacuum of combined knowledge locked up in the heads of millions of baby boomers heading off into retirement.

Brands offers seven steps:

– Establish and share rules of and rationales for engagement

– Scan the personnel landscape

– Set up a database or system for collecting information

– Create a home for – and invite – nuanced info

– Build bridges early on

– Host events to bring people together

– Use social media and online tools

– Make knowledge sharing a continual, perpetual habit, not a one-time act

The innovation here, from my perspectivie, is the introduction of the knowledge retention as a massive chunk of the knowledge workforce (by and large, those at the top) begin to take their bows.

It’s not enough to say, “I’ll take my company social once these old folks are out of the way.” By then maybe you’ll have budget and tools and a slew of millennials microblogging the day away. But by then you’ve lost a lot of know-how.

Find the one old guy or gal resisting social tools and knowledge management, and you’ll likely have found the one who’s experiences and insights could most benefit the knowledge pool.

Video: ‪Collaborate on sales opportunities with SAP StreamWork and SAP CRM [YouTube]

Here’s SAP‘s take on collaborative selling using activity streams and the SAP CRM application. One can extrapolate a user of multiple suite tools using the StreamWork application to stay current on events occuring across his personal portfolio of accountability.

At the same time, real communication is occuring, outcomes are being reported upward, and realtime analytics are available around the effectiveness of the tool and users.

Where there is technical inefficiency or human latency in the system, just-in-time learning modules can be dropped into the stream, targeting the impacted audiences.

Social Selling

Rick Mathieson 2-parter SAP interim CMO Jonathan Becher on poor CMO Twitter repping, “Death of Digital”, and solomo strategy


Audio capture’s a bit choppy and doesn’t mention Becher’s blog ( for better or worse or better. Good content, though, about a huge enterprise player’s efforts to stay relevant in a dynamic marketspace.

Social Business

John Hagel defines the “Big Shift” in a series of from-to contrasts leading to e2.0 value structures

Given the magnitude, depth and far-reaching impact of the Big Shift, succinctness is a challenge.  At the highest level, we would characterize the Big Shift as moving from a world of push to a world of pull.  In other words, given the growing uncertainty in the world around us, we must master a new set of techniques required to access, attract and accumulate resources to unleash peer based learning in far more flexible ways than conventional push programs permit.

Hagel’s principles:

– From knowledge stocks to knowledge flows

– From knowledge transfer to knowledge creation

– From explicit knowledge to tacit knowledge

– From transactions to relationships.

– From zero sum to positive sum mindsets

– From push programs to pull platforms

– From institutions driven by scalable efficiency to institutions driven by scalable peer learning

– From stable environments to dynamic environments

Many of these are contextualized restatements of the idea of Flattening.