danielBpatton

Content Curation is a term that describes the act of finding, grouping, organizing or sharing the best and most relevant content on a specific issue.

It is such a powerful idea because curation does NOT focus on adding more content/noise to the chaotic information overload of social media, and instead focuses on helping any one of us to make sense of this information by bringing together what is most important.

This is a good nuts-and-bolts discussion of curation as a verb. I still haven’t read anything to confirm or refute my hypotheses around what museum curation is and the direct analogs with content curation.

For example, anyone can put some skulls and arrowheads and bits of cloth and yellowed parchment in a room together. In my mind (granted I have much reading to do on the subject, as I mentioned), it is the curator’s role to research the items, validate their authenticity, make connections among the items in terms of historical chronology and significance, produce a content layer over and above the research layer that articulates this context, and finally arranges the content in such a way as to make the physical experience of the objects for the new visitor one that sustains interest throughout, remains memorable thereafter, and — in the best of all worlds — changes the visitor’s perspective permanently.

Anybody got a blog post like that?

It’s not hard to turn on the information spigot within business through deployed technologies, the challenge is in filtering information to expose it to the right people at the right times and guiding intelligent usage for maximum benefit. There’s tactically a strong element of information flow plumbing in order to reroute the way people access and interact with it. If you have too many ‘personal digital lifestyle’ documentors in your organization they may frighten off all the other folks you are guiding towards more efficient ways of working.

Getting people to think as individuals in order to contribute more intelligently to their place of work is a timeless holy grail, and while modern Enterprise 2.0 technologies enable this thinking the herd mentalities and seductive pressures of the narcissitic consumer web can pollute the best of intention.

There are three groups of people who cling to the “company as community” concept: the “kumbayeros” who wish that companies were as open and democratic as communities, public community managers whose consumer-facing experience has shaped the way they view all online social interaction, and community software vendors who are looking to re-purpose their consumer-oriented products for the internal market.

In the enterprise, we need to take a more pragmatic approach. As the old saying goes, “The business of business is business.” Social software fails when it tries to turn businesses into consumer-style communities. It succeeds when it turns businesses into better businesses.

Fantastic call for integrating social into business process, and — equally important — training not on a tool, but training on “how to do your job now.”

IT organizations have 11 major choices today when it comes to technology-assisted communication and collaboration. Some are old and boring, like the phone and fax, while others — like telepresence rooms — make you feel like a Jetson….

IT teams need to assess each based on whether they support six critical integration points, three interoperability benchmarks, and three user requirements. View this as a checklist for success — or a harbinger of the troubles ahead if they’re ignored. And they all start with email.

Thorough and actionable, if not slightly mistitled. Like Harmon.ie’s entire business model, Healey asserts Enterprise 2.0 solutions will not succeed if corporations must quit email cold turkey.

By integrating into email — the corporate go-to for communication, document exchange, even task management — your chosen E2.0 solution can offer each individual users choices at the point of transaction for how they’ll choose to complete their work.

The more efficient methods will naturally, organically emerge. Peer pressure and the very nature of collaborative tools will combine to spread best practices virally.

Unfortunately, despite an growing body of encouraging case studies, evidence, and research, the jury is still out on total impact social computing will have on businesses. This return will even vary widely for many organizations for a number of reasons will explore below. At present, the uncertainty is simply because that there are not enough organizations that have incorporated social computing approaches (which encompasses the full range of social software as applied to business that include social networks and Enterprise 2.0 to things like crowdsourcing and social CRM) across their lines of business for us to get a complete enough picture. Even the ones that have done it, haven’t done it long enough to see what the results actually are.

Nearly a year old, but still valid. Interesting when viewed in larger perspectives of recently-completed “Social Media Mgmt Handbook” http://amzn.to/eVEQTX

The 2.0 Adoption Council is conducting ground-breaking research on its members. As each member is screened for eligible membership in the Council, our data set is among the best in the business for early adoption of 2.0 technologies and practices.

Reports 2009, 2010

A Framework for 2.0 Adoption in The Enterprise.

The State of Enterprise 2.0 Adoption Q4 2009.

Implementing Enterprise 2.0 within The European Union.

Enjoying the learning thus far. Nice to see organized, sophisticated, tool-agnostic approach to adoption of 2.0 principles in large enterprises — where resistance can be most profound..