Much of the discussion around the future of work fixate on our changing routines: hours or location, flexible schedules, team structures, employee engagement, or generational changes. But there is a bigger conversation on how our societies perform and serve their citizens in how we support education, aging and labor.
There will be no digital transformation without strongly involved and committed leaders. Achieving digital adoption (ie : using digital technologies for existing initiatives and keeping new digital born initiatives in hermetic silos) was hard enough without tehm but the need has become even more imperative now that’s the entire enterprise needs to be reinvented, from business models to internal operations, including customer relationships and technologies.
Microsoft shared a lot about the future as Redmond sees it at last month's Ignite conference. It’s a future that looks, by turns, both inspiring and somewhat confusing. When Microsoft peeks ahead into the space-time continuum, it sees the future of communication as Skype for Business, and the future of information discovery looking a good deal like Delve and other search-based applications.
In the early days of enterprise social, we approached it as a means to improve communication and collaboration, but enterprise social networks require a different kind of glue than consumer social networks, namely, work objects.
While relationships are the glue of social media, work objects are the glue of internal social networks. A work object is a report, sales proposal, project deliverable, executive presentation, or customer question that needs to be addressed. It’s the stuff employees actually work on together. Everything outside of work objects is secondary, and that’s where the focus needs to be.
Before The Hype Hits A Crescendo, Let’s Lock Down The Basic Elements of Digital Transformation The stage is set for Digital Transformation to be one of the hottest trends for 2015. Market leaders and early adopters have already embraced the movement. ...
SHARE YOUR SAIPEM…MAKE OUR SAIPEM BETTER Lanciato a giugno 2014, K-hub oggi vanta più di 6500 utenti sparsi in tutto il mondo, 7 communities, oltre 2500 posts, 30 webinars e soprattutto 210 Knowledge Nuggets, ovvero oggetti della conoscenza promossi proprio dagli utenti per cristallizzare i risultati delle discussioni che avvengono…
The June, 2015 issue of the Harvard Business Review includes a spotlight on Man and Machine: Knowledge Work in the Age of the Algorithm. Another example that, as a recent article observed, “Artificial intelligence is suddenly everywhere…” People have long...
If you’re going to achieve growth in the knowledge economy, your employees need to be able to quickly find people inside and outside the company whose expertise can help them solve critical business problems. That takes a highly effective communication tool.
Oh, we already have that, you might say: email.
Email is indeed good for enabling employees to communicate with colleagues they already know. But it hasn’t changed much in all these years, and it remains ill-suited for helping employees find experts they don’t know, particularly in other companies.
There are, in my view, two things that are a prerequisite to a successful digital transformation : a sense of urgency and the clear and non-ambiguous involvement of the C-Suite. Without these two elements, nothing is going to happen. Budget comes after. As a matter of fact even if you have millions to spent, if not one gets the urgency and/or if leaders don’t show the way in an explicit and exemplary way nothing will happen.
"L' innovazione richiede il coraggio di rompere con il consueto e una visione del futuro. Bisogna giocare a trovare una soluzione a un problema: così siamo riusciti a inventare il touch pad". L'opinione di Federico Faggin, creatore negli Anni 70, presso Intel, del processo tecnico che rese possibile realizzare il primo processore della storia e poi, per molti anni, imprenditore nel settore dell'hi-tech, fondatore di aziende di successo come Zilog, Synaptics e Foveon
Con un tasso di crescita quasi pari a zero e un tasso di disoccupazione più alto di quelli della maggioranza dei suoi vicini (12,8%, in aumento), l’Italia si posiziona come uno dei paesi europei dove i dipendenti sono tra i meno fiduciosi rispetto al futuro (sia collettivo che individuale). La prima preoccupazione dei dipendenti riguarda il "conservare l’impiego" (preoccupazione in crescita da qualche anno), prima del "salario" o del "tempo dedicato al lavoro".
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