#shared

Embedded Link

Here's Why Google and Facebook Might Completely Disappear in the Next 5 Years – Forbes
Web 1.0 companies never got social. Web 2.0 companies will never get mobile. Mobile companies will never get what's coming next.

Google+: View post on Google+

#shared

Embedded Link

Best articles on Working Smarter, April 2012
GEORGE SIEMENS APRIL 19, 2012 Remaking education in the image of our desires The current generation of students will witness the remaking of our education system. Education faces enormous pressure. It…

Google+: View post on Google+

Yesterday I attended Yammer on Tour in San Francisco. The company's going gangbusters. 5,000,000 users and growing exponentially. Just hired another 45 people. New features galore, including a Dropboxy file store than reads Office formats, an awesome federated search, and the ability to embed Yammer windows in all sorts of applications.

Reading between the lines, I don't think many businesses are embracing social business whole hog. They refer to Yammer as an "overlay" on existing systems. The "systems of record" are still chugging away underneath the social network. People are using Yammer in lieu of the intranet, but in many cases, that intranet is still in place. Going social takes more than shared feeds.

Also, adoption rates are a concern. Is a business "social" if only 10% of the workforce participates? Deloitte has 50,000 people Yammer users; they made 8,500 posts last month. They're in start-up mode, but still, that's not much participation.

Yammer's president described a shift in IT decision-making. IT looked for security, reliability, and compliance. Lines of business were more concerned with ROI and needs. Yammer thinks end users are now controlling the shots; they value usability. Software is following hardware, as freemium apps are riding the bring-your-own-device movement.

"Enterprise social networks are growing at 'social speed,' not network speed." Four factors driving this are: benefits of the cloud, mobility (62% of U.S. workforce works from multiple locations), social (sharing), and viral (voluntary adoption).

No one addressed using social networks to support learning, my current hot button.

#shared

Google+: View post on Google+

We will no longer view you as "employees". Instead, you are co-creators, participants, and ambassadors of our customers for our company, and vice versa
We will actively listen, and participate authentically because we know you offer great value
We will meet you on the verge of where your terms meet ours – because they differ but also do overlap
We will provide value, not noise – while you shower us with positive criticism
We will have one management layer for every power of ten people to meet the changing demands of a hive-minded organisation
We will focus on facilitating you in your making our customers happy
We will engage in relationships that connect us in ways where we all equally benefit
We will act ethically and transparently because we respect eachother and are all humans
We will respond to changes quickly – we will adapt
We will move forward with you, not without you, because you are closest to the customer
#shared

Embedded Link

Business or Pleasure? – why not both: The Social Organisation Manifesto
Business or Pleasure? – Why not both. Redefining the meaning of ICT analysis for enterprises, governments and consumers

Google+: View post on Google+

A pervasive sense of connection: Technology connections are how people meet, express ideas, define identities, and understand each other.

Options (not obligations): Because technology is so intimately intertwined with their sense of self, they control it in a way that older individuals often don't. They use the technology with choice – on their own schedule, at their own pace.

Anonymity and the ability to hide: Connecting through technology reduces the need to connect face-to-face. Many have friends they've never met with whom they interact regularly. This creates a strange sense of anonymity — they can be everywhere if they choose to post or, depending on their preference, nowhere.

Confidence and control . . . to be an initiator, designer, problem-solver: This is a generation that is used to asking big questions — and is confident of finding answers. They have had the experience of digging deeply into a burning question because they have access to a mountain of information.

#shared

Embedded Link

How Mobile Technologies Are Shaping a New Generation
The cohort I like to call the "Re-Generation" began to take shape around 2008. Individuals at the formative ages of 11 to 13, those born after about 1995, were part of a substantively different world …

Google+: View post on Google+

What’s annoying about Agile to control-minded management practitioners and theorists is that it recognizes that the problem lies is control itself. The solution to reconciling disciplined execution and innovation lies in giving greater freedom to those people doing the work to exercise their talents and creativity, but doing so within short cycles so that those doing the work can themselves see whether they are making progress or not.

Even worse for hierarchical bureaucracy, Agile thrives on transparency. One of the dirty not-so-little secrets of traditional management is that control thrives on non-transparency. So introducing (real) Agile means exposing all of the non-transparent tricks that hierarchical managers play on their subordinates to maintain power. Is it any wonder that Agile isn’t naturally popular with the command-and-control gang?
#shared

Embedded Link

Steve Denning – Radical Management – Forbes
Why do human beings collaborate? Ever since Darwin, biologists have been vexed by the question, because in evolutionary terms, self-less behavior makes no sense. We would expect altruists who act cont…

Google+: View post on Google+

1. A riveted focus on what the customers value and what’s most important to them.
2. A preoccupation with group process rather than distributed tasks as in traditional management.
3. A recognition that work is fundamentally iterative learning

In the new management model, power shifts from the notion of “being in charge” to the notion of “being connected”. This means that you don’t have to be in charge to exercise power.

#shared

Embedded Link

Why Can't The C-Suite Grasp Agile Management? – Forbes
As a leader, do you honor and appreciate the power of We?* There’s been a lively discussion around my article earlier this week, The Best-Kept Management Secret On the Planet: Agile. I’ll summarize t…

Google+: View post on Google+

'My sister calls me an "interest driven learner." I think that's code for "short attention span" or "not a good long term planner" or something like that. I can't imagine being able to read the dictionary from cover to cover. In fact, I don't think most people could sit down and read the dictionary from cover to cover."

"Although reading the dictionary and the encyclopedia from cover to cover may seem a bit extreme, it often feels like that's what we're asking kids to do who go through formal education."

#shared

Embedded Link

Reading the dictionary – Joi Ito's Web
Old school knowledge. I have some amazing friends who tell me that when they were young, they read the dictionary from cover to cover. Other friends of mine have read the entire Encyclopedia Britannic…

Google+: View post on Google+

Good.

Six years after the publication of my book on Informal Learning, I'm going to work to show businesses how to take advantage of it.

BTW, I recommend playing with whatdoestheinternetthink.net Great fun.

#shared

Google+: View post on Google+

#shared

Google+: View post on Google+