Tag Archives: learning org

Social Business

No guys, its IT vs. End-Users – Capture Expert Blog

What End-Users want is to solve a problem, or increase efficiency of a common task. Not only that, they want to solve it without spending time on the solution.  Even technical end-users don’t want to waste more brain cells then they have to on technology.  Why?  Because it’s not their job. We are all spread thin with our day jobs, so adding just one more thing unrelated to core duties is very frustrating.

On the other hand, IT is paid to handle complexity, the more complex the better.  IT puts the technology pieces together, and makes things work.  Once they build something, their job is to maintain the status quo until a new approach arrives.  Not only that, within IT are specialties, those who are great with hardware, those who are great with a particular software package, and those who are great with network security.  The more proprietary the technology, the more specialized the admin, the more security.  At least for now…
via aiim.org

Love this. And the comment thread is brilliant as well. Especially Daniel O’Leary’s “If you were starting a new business today, would you go out and buy servers and hire an IT guy, or would you go all cloud?”


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”

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.

Jive Study Unveils Social Business is Top Executive Strategic Imperative

PALO ALTO, Calif., June 29, 2011 /PRNewswire/ — Jive Software today announced the results of a new study of 902 U.S.-based knowledge workers that was conducted by Penn Schoen Berland and commissioned by Jive. The study revealed that Social Business is increasingly perceived as a strategic executive imperative in the enterprise. Seventy-eight percent of the executives surveyed recognized that having a social strategy is critical to the future success of their businesses.

No surprises here.

Finding #1: Social Business Is a Top Executive Strategic Imperative

Finding #2: App Stores Are Gaining Traction in the Enterprise

Finding #3: Email Usage Is Growing but Is Not Solving Communication Challenge

@dpontefract on “4 traits of a high performing team” good ammo for the enterprise social pitch


Nice piece on an idea that is perhaps losing focus in the emerging “empowered individual” conception of enterprise social. Winning over the boss to social initiatives must begin with augmenting the conventional hierarchical structure and not circumventing or destroying it.

Teams that don’t execute don’t stay teams for long. The explosion of enterprise social tools makes moving past this truism and adding an educational component to teamwork a reality in today’s organization. And the digitization of educational acts makes the quantitative metrics that much easier to capture.

If participation in the learning stream were made a part of staff performance expectations and compensation plans, all would benefit from the ever-expanding knowledgebase — directly at the point of action, and serendipitously at points in the future.

If I could add one component to this model, I might re-examine the inwardly-focused idea “Aligned” (which Pontefract describes in terms of individual members aligned with team goals specifically), and expand that across teams.

Those situated at a level above multiple teams, who are responsible for their combined strategic execution, must deploy them and support them in such a way as to maximize their unique potentials and all pull in the same direction.

Thus, for me the fifth of five traits of high-performing TEAMS is “S” for “Synchronized.”

Teams of Thoughtful Educators Aligned, Measured, and Synchronized with each other will increase the effectiveness of management, facilitate their own agendas, and cement perceptions of a truly collaborative organization internally and externally – all without directly subverting the necessarily hierarchical corporate structure.

Social Objects: The New Halo Around Web And Enterprise Data – Dion Hinchcliffe’s Next-Generation Enterprises

One of the most common and important activities in activity streams is sharing information. This is when a piece of interesting content, always the most interesting when it’s a link that points to the original information elsewhere on the network, is shared by someone. This shared information is placed into the activity streams of everyone in that person’s social graph. At this point, something interesting happens: That piece of Web or enterprise content becomes a social object.

Nice overview of technical background and cultural impact of social objects — and they’re applicability in the enterprise.