Sense-making, social intelligence, novel & adaptive thinking, cross-cultural competency, computational thinking, new-media literacy, transdisciplarity, design mindset, cognitive load management, virtual collaboration. These are the 10 skills needed for the future workforce. For a full report, see the work done by Apollo Research Institute (formerly the University of Phoenix Research Institute) looking at the Skills Needed by 2020. A summery of the report and detailed findings about each of the skills are also available.
Measuring Return on Engagement (ROE) is actually two measures: SMART goal Return on Engagement, and the ROE of Community Commitment
Using these two metrics, an organization can get a pretty good sense of whether or not its online activities and strategies are working, and whether or not it is building a community of committed stakeholders.
Understand the theoretical underpinnings of social intranet adoption and how they link to concrete adoption strategies.
Asking people to be spontaneous is like issuing these commands:
“BE SOCIAL” “SHARE KNOWLEDGE” “COMMUNICATE!”
In asking people to do this, we take away some of the conditions (or most of the conditions in the case of spontaneity) for it to happen. It’s called a spontaneity paradox. By asking you to be spontaneous, I made it impossible for you to be spontaneous, as that’s exactly the opposite of the definition of what spontaneity is.
I’d like you to keep that in mind as you read this post; I’m hoping we can understand some different ways of thinking about user adoption that don’t put ourselves and our social intranet users into the double bind of having to share knowledge, be social, and spontaneous because they’ve been asked to.
Brainstorming was born shortly after the end of World War II, at the instigation of Alex Osborn, advertising for the time. Its principle is as follows: in the same room, participants expose all the creative ideas that could go through their head. With a basic rule: the proposals, even the most absurd, should not be criticized at the risk, otherwise, block the imagination of their authors and challenged.
Says Lehrer, this technique is not nearly as effective as one wants to admit. First, groupthink would not be as creative people think. A refutation of the first theories of Osborn was established in 1958. An experiment conducted on 48 groups on one side and the other 48 individuals showed that subjects reflective solo ended the experiment with more ideas than those who had worked as a team. More worrisome, according to a panel of judges, the ideas developed "solo" were far more interesting and feasible as those developed in groups, as noted by psychologist Keith Sawyer in his books on group creativity.
The future of business is pure chaos. Here's how you can survive--and perhaps even thrive.
The business climate, it turns out, is a lot like the weather. And we've entered a next-two-hours era. The pace of change in our economy and our culture is accelerating--fueled by global adoption of social, mobile, and other new technologies--and our visibility about the future is declining. From the rise of Facebook to the fall of Blockbuster, from the downgrading of U.S. government debt to the resurgence of Brazil, predicting what will happen next has gotten exponentially harder. Uncertainty has taken hold in boardrooms and cubicles, as executives and workers (employed and unemployed) struggle with core questions: Which competitive advantages have staying power? What skills matter most? How can you weigh risk and opportunity when the fundamentals of your business may change overnight?
Corporations are learning social media can be a valuable tool in not only monitoring their public persona, but in collaborating within a company.
Computerworld - SAN FRANCISCO -- Social media sites such as YouTube, Twitter, Facebook and Google+ are playing an increasing role in IT as corporations set up and monitor the sites to learn about their public image.
Even Muppets have their own profiles.
"Media companies and social always go together. In the media industry, your whole world is about ratings," said Noah Broadwater, CTO of Sesame Workshop, the production company for Sesame Street. "So yeah, Big Bird tweets."
Along with the rise of the connected consumer shouldn’t we also be thinking of the rise of empowered employee, the people in the most advantageous position today and tomorrow to fill those job shortages? If you are a business owner, are you ready to accommodate her? If you are a government leader, are you ready to build the infrastructure and design the policies to support her? If you are an employee, are you ready to become her? There’s not just a gap in understanding. There’s a gap in preparation for the disruption wrought by the empowerment of people.
Humanize explores how the DNA of social media – being open, trustworthy, generative and courageous – are the very building blocks today’s corporations must embrace to redefine themselves and flourish in a more social world. Includes a list that captures the cold mechanical underpinnings of your typical corporation, juxtaposed to the softer side of social media and its evolving human engagement.
Although this infographic and article are focused on content marketing, this is a brilliant way to show what people turn to to glean out information (or even overcome bordom). Well worth looking closely! - Marcia
Americans spend nearly a quarter of their time online on social networking sites and blogs, up from 15.8 percent just a year ago (a 43 percent increase) according to research released from The Nielsen Company.
Putting leadership development at the heart of a major operations-improvement effort paid big dividends for a global industrial company. A McKinsey Quarterly Organization article.
Few companies can avoid big, periodic changes in the guts of their business. Whatever the cause—market maturation, a tough macroeconomic environment, creeping costs, competitive struggles, or just a desire to improve—the potential responses are familiar: restructure supply chains; rethink relationships among sales, marketing, and other functions; boost the efficiency of manufacturing or service operations (or sometimes close them). Such changes start at the top and demand a relentless focus on nitty-gritty business details from leaders up and down the line. Too often, however, senior executives overlook the “softer” skills their leaders will need to disseminate changes throughout the organization and make them stick. These skills include the ability to keep managers and workers inspired when they feel overwhelmed, to promote collaboration across organizational boundaries, or to help managers embrace change programs through dialogue, not dictation.
Seeing Microsoft delay efforts to formulate a social strategy, one wonders whether they were going to take a pass on the social enterprise.
“You can’t address the social business challenges organizations face today without a bold vision. SharePoint Community influencer, and Director of Fpweb.net’s Mark Miller makes the point best, 'It’s good to see Microsoft finally acknowledge social in the enterprise, but in the past and going forward, I actually believe partners and 3rd party Independent Software Vendors (ISV’s) will fulfill that vision.'
I’ve long argued that Microsoft needs to lead with a dramatic vision and then get third parties to build applications that support it; and not the other way around. What they desperately need is to offer CIO’s a roadmap to navigate the new, more social enterprise. A comprehensive, lucid plan that clearly illustrates how Microsoft and its partners will help power the next generation enterprise.