The life of an Information Item

Click here: The life of an Information Item

Handling Information Items

Click here for the whole article:


1. Using Information
   
2. Information Item Handlers
   
3. Collaboration Tools today and tomorrow
   
4. Enterprise 2.0 applications – can deliver the right environment

Related article: The life of an Information It...

Hvordan få mer verdi fra alle ansatte

Hvordan en stor bedrift i Norge får mer verdi av sine ansatte ved å utnytte Web2.0 hjelpemeidler og tankesett.

Av Mads Yngve Storvik, direktør i kommunikasjonsavdelingen i Posten Norge AS.

http://twitter.com/mystorvik

Enterprise 2.0 Schism

Andrew McAfee writes Nov 20, 2009: I’ve been thinking about what to write in the wake of the recent Enterprise 2.0 conference. One more summary seems unnecessary, since there have been so many good ones already. And the debates are starting to feel a little trumped up and warmed over, and so less fun to wade back into. And then I got inspiration from Greg Lloyd, President and co-founder of Traction Software and longtime technologist. In addition to running his company Greg finds time to write a great blog, and his post after the conference was called “Enterprise 2.0 Schism.”

The real power of the Web - Linking People + Linking Data

Linking people - The Social Web

• People have experiences and stories that most likely at one time or another are of value to others.

Linking Data

• The concept of Linked Data as envisioned by Tim Berners-Lee , the inventor of The World Wide Web

The real power: When lots of people are connected and tools/places available to put data ==> create world power resources like: Wikipedia, OpenStreetMap and others.

There must be a way to leverage these kind of knowledge tools inside the Enterprise (no doubt there is a great need for it)

“None of us is as smart as all of us”

Swiss Re – One of the Smart Companies

Anu, who is their Vice President of Communications and HR, told us that the mantra for the project is the proverb “None of us is as smart as all of us”, which is a superb way to position their intent. She says:

“increasing virtualisation of work including a large number of geographically dispersed teams drove the need for a collaboration platform in Swiss Re. We needed to break silos and increase interaction between different units and experts..”

From Forester report:

The Future of the Social Web

Today’s social experience is disjointed because consumers have separate identities in each social network they visit. A simple set of technologies that enable a portable identity will soon empower consumers to bring their identities with them — transforming marketing, eCommerce, CRM, and advertising. IDs are just the beginning of this transformation, in which the Web will evolve step by step from separate social sites into a shared social experience. Consumers will rely on their peers as they make online decisions, whether or not brands choose to participate. Socially connected consumers will strengthen communities and shift power away from brands and CRM systems; eventually this will result in empowered communities defining the next generation of products.

Some great resources on E2.0 , KM and the Enterprise

The 2 previous posts to two great E2.0 presnetations.

Here's even more on E2.0, KM and the Enterprise - now we are getting to the core of the value proposition.

This YouTube video explains in a very instructive and simple way the difference and relationship between Data Management, Information Management and Knowledge Management

Slideshare: "Getting Real about Enterprise 2.0"

Seth Godin on social networking.

An excellent example of the value of Enterprise Blogging


Defining Knowledge Management and Enterprise 2.0

I Finally Get It – Why Social Networking is So Important

CMS vs. Web 2.0 vs. Social Media – Do You Know the Difference?

"It is the PEOPLE that hold the knowledge. We can only do a Google search and find information that is already there. But what if it is real time and the information is not there yet? Or if the information we need is in a file folder on the desk, or on the local drive of a co-worker, or on a sticky note? My point? Link the people together (network) and they will share the knowledge."

It’s through stories that we understand how the world works.”

Why Social Networking? To tell stories. To make sense of the information we share. To put it in context. THAT is the value of Social Networking. So many people dismiss the need to network in this way, yet again we see how critical it really is!

The Real Business Value of Social Networking

Dion Hinchcliffe in Oslo - sept 2009

• Exploring Social Collaboration and Enterprise Architecture In Oslo, Norway: A Trip Report
  

• a review of 70+ social software platforms
• latest developments in Enterprise 2.0
• Enterprise 2.0 communication continuum
• the famous KatrinaList example of the power of emergent systems that naturally derive from social media to provide the solutions to critical human problems.

Social Media And The Enterprise - Australian Computer Society 09 - ACS09

Check out this SlideShare Presentation:

Social Media And The Enterprise - Australian Computer Society 09 - ACS09

View more presentations from Matthew Hodgson.

Enterprise 2.0 Demystified

Check out this SlideShare Presentation:

Enterprise 2.0 Demystified

View more presentations from Susan Scrupski.

KMWorld 2009 - Resetting the Enterprise: Focusing on People, Talent & knowledge

KMWorld 2009

Resetting the Enterprise: Focusing on People, Talent & knowledge

Mark Your Calendar!

•

Register Now!

•

Let Us Help You Justify Attendance

KMWorld Blog Enterprise 2.0: Make the impossible possible Writing the book on Enterprise 2.0: interview with Andrew McAfee Podcast: Chat with #KMW09 Keynote, Charlene Li More Blog Posts...

With the economic earthquake around the globe, our enterprises have to be smarter, more creative, and innovative. Richard Florida, author of The Rise of the Creative Class, says that the only way for us to survive the world economic reset in a knowledge age is to capitalize on our human capital, put our creativity to work, and stoke our innovative furnace. There are many ways to fuel the creative fires—from management techniques to team-building and effectively leveraging existing and emerging technological investments.

Defintions Enterprise 2.0, Web 2.0, Social Media, Social Network

Let's turn to Wikipedia first - the well-known successful collaborative knowledge-sharing/producing workspace:

• Enterprise 2.0 - Web 2.0 - Social Media - Social Networks
  

One Enterprise 2.0 guru - Professor Robert McAfee at Harvard Business School explains:


Watch at source: http://www.blip.tv/file/928670/

Professor McAfee also identifies characteristics of E2.0 with the SLATES definitions in this article:

• Enterprise 2.0: The Dawn of Emergent Collaboration
• with a more recent update/addition here: Second definition of Enterprise 2.0

Her er noen artige lære filmsnuttene:

• Wikis in Plain English
• Social Media in Plain English

Do Something Differently - Spend less for better results

JP Rangaswami offers typically sound advice for businesses looking at how to cope with hard times in his October 19th post Invented Here. He says when times are hard, a firm has four choices:

Stop Doing Something Completely Continue to Do Something, Just Less of It Start Doing Something New Do Something Differently

JP notes that to stop doing something completely is hard for firms with values, relationships, habits, people and culture built around their specific products, services territories and markets. As a result "... instead of Stopping Doing Something, many firms go for the Continue to Do Something, Just Less of It option. Because Doing Less of Something is Easy. Targets are handed out, 'haircuts' are cascaded down, and Death by a Thousand Cuts becomes the norm."

Doing Something New is also hard, particularly in big firms where starting something new means you first have to stop doing something old - and depend on good execution by very nervous defenders of the status quo. Machiavelli had some wise words on this.

That leaves Do Something Differently. It's not too hard to consider incremental changes that both save money and promise to deliver better results (with a reasonable degree of certainty).

So - how about cutting direct travel costs and downtime for meetings while building stronger internal and customer facing relationships?

I like Cisco's Save More Travel Less TV commercials featuring road warriors acting out air safety briefings with more panache than Southwest airline's Halloween flight attendants.

But I don't agree that the solution is to load up on multi-million dollar telepresence systems - particularly when you need to connect with customers, suppliers, consultants, lawyers and other stakeholders who aren't supported by your IT budget (thank heaven for small blessings).

The incremental cost of adding one named account to a Traction TeamPage server is $120 or less for a perpetual license ($60 or less per year for a subscription). This is much less than the direct cost of one face to face meeting. But unlike a face to face meeting, a TeamPage account makes it possible to maintain closer, stronger relationships connecting external stakeholders and internal product development, marketing, engineering, executive and sales teams.

With Traction's new Live Blog technology (a standard feature - no extra cost) you can even keep a secure Twitter like channel open to link selected customer, partner and internal groups over Traction TeamPage's widely praised Enterprise 2.0 collaboration platform.

I don't think Enterprise 2.0 technology connecting internal or external groups will ever replace face-to-face meetings for valuable long term relationships. Events like Traction User Group meetings (TUG 2008 October photo below) connect customers and employees in a way that social software - or a telepresence system - will never replace.

But when you add the continuing day-to-day connections and shared awareness that Enterprise 2.0 technology makes possible to relationships established in person or remotely, you cut the frequency of face to face meetings and travel time while doing a better job at developing and maintaining valuable relationships.

Professor Andrew McAfee takes the position that that Enterprise 2.0 can become a strategic differentiator, since the skills and capabilities the people in an organization are rare, valuable and difficult for competitors to imitate. The internal and external relationships that your organization has or develops can be equally rare, valuable and difficult for competitors to imitate. Now is a very good time to find ways to spend less for better results - and I believe that's a very conservative statement of the value of Enterprise 2.0 practices.

The collaborative work - the nature of, current status and the ideal

This is an evolving article. If you want to see the result/conclusion look to the end of this article - "The true collaborative workspace"

(Check out this presentation which puts the collaborative web in a historic perspective)

The collaborative work:

• Any work we do is at one stage or another (if not all) collaborative in nature
• When we collaborate our work is enhanced and enriched (given more value)
• In any work we do, somebody (or something?) else in our work group/company/related companies or organizations (even or most surely competitors)/country/the world, is/has been/will be working on the same or related issues.
• Collaboration is the only true form of information/knowledge gathering
• Any knowledge worker and any knowledge company should have the ideal or close to the ideal collaborative workspace to foster and be a stewardship of knowledge (Information Dynamics)
• • Any knowledge not shared is worthless
  • 
    
• This article/list has been produced (and will be enhanced) with collaborative efforts.

The current status of collaborative tools (the production of this article):

• How did it receive input / how was it produced?
  • up until now with the help of Internet search, contacts the author knows (network) - the author's circle
• How can it be communicated? (to announce, to inform, to receive input, to enhance)
  • what tools do we have today in our company:
    
    • emails (limited to author's circle, don't know if receiver is the right one, email overload)
    • meetings, lunch meetings (limited to geography, a challenge to find time or to prioritize the meeting at that time)
    • exhibitions (a good an broad meeting place , but expensive and too seldom)
  • they are all limited or incidental in nature
• But how can it be enhanced/enriched/expanded???

Let's get some input - who else has said something about this issue

Collaboration and knowledge exchange has been an issue for all great minds and was actually one of the main goals of the inventors/pioneers of the World Wide Web. Perhaps we should go back to those roots and learn .....

• The pioneers:
  • As We May Think - The Atlantic (July 1945) by Vannevar Bush
    Near the close of World War II, Vannevar Bush, the former director of the wartime Office of Scientific Research and Development, urged scientists to turn their energies from war to the task of making the vast store of human knowledge accessible and useful. The "infostructure" he sketched out—including a proposal for what might be seen as a kind of precursor to hypertext—was destined to be realized in what we now know as the Internet.
  • Tim Berners-Lee - the inventor of the World Wide Web and Hypertext (http)While an independent contractor at CERN from June to December 1980, Berners-Lee proposed a project based on the concept of hypertext, to facilitate sharing and updating information among researchers.^[4]
  • hypertext pioneer Doug Engelbart .......
    
    • see his demo made 40 years ago
      
    • "a collaborative improvement community aimed at spawning vast improvements in our organizations that will boost mankind's collective IQ to unforeseen heights". The Unfinished Revolution
    • The CODIAK process -- collaborative, dynamic, continuous.
• The present
  • Whatever happened to the Web?
  • History of the World Wide Web
  • From Web 1.0 --> Web 2.0
  • The Rise of Enterprise 2.0 - Andrew McAfee
    
    
• The Future
  • Semantic Web
  • Tim Berners-Lee originally expressed the vision of the Semantic Web as follows:^[7]
    • I have a dream for the Web [in which computers] become capable of analyzing all the data on the Web – the content, links, and transactions between people and computers. A ‘Semantic Web’, which should make this possible, has yet to emerge, but when it does, the day-to-day mechanisms of trade, bureaucracy and our daily lives will be handled by machines talking to machines. The ‘intelligent agents’ people have touted for ages will finally materialize.

    • – Tim Berners-Lee, 1999

  • See Tim Berners Lee on the Semantic Web (Web3.0)
  • Og også denne nylige av Tim Berners-Lee på TED konferansen: http://www.ted.com/index.php/talks/tim_berners_lee_on_the_next_web.html
    

The true collaborative workspace

• When we put an article (which could be just a question) out on the collaborative workspace, the following happens:
  • the article is automatically linked to all relevant information produced (self-configured view filters applied)
  • anybody else working on the same or related issues will know of the presence of this article or question
  • you can be informed of who these other persons/organisations are
  • .....
• The true collaborative workspace is a place where we can spend most of our productive time
• It is automatically fed and updated with to-the-point relevant information of what you are working on / have an interest in
• The engine behind combines tagging, auto-tagging, smart search, etc. to produce this to the user
• All workflow flows through this main portal
• It is individual, based on your profile, interests and work assignment
• You can easily discover and collect contributions from people with similar focus as yourself across org borders
• Available information you need either flows to you or is easily searchable (include both internal and external sources).
• Views and searches can be time filtered.
• The tools to update/input/output should be generic and readily available to any collaborator (internal or external), any place and on any device that could http-communicate on the Internet.
• The content characteristics are not document/print centric, but rather compound, collaborative, interactive centric (see Whatever happened to the Web?)
• All relevant input are encouraged, available and appreciated - the wisdom of the crowd
• There are good mechanisms for interaction and contributions are rewarded
• The employee feel empowered and appreciated
• The company/employer will benefit from a lot more value and contributions from each employee
• 
  

The ideal collaboration work place

You are encouraged to contribute to this list ......

In most work we do we need to communicate or collaborate with others, therefore the ideal work place should be a collaborating work place.

1. The main window/dashboard/portal should be filled and updated with what we are working on at the moment, so we can spend most of our time in that main window
2. All workflow flows through this main portal
3. It is individual based on your profile, interests and work assignment
4. You can easily discover and collect contributions from people with similar focus as yourself
5. Available information you need either flows to you or is easily searchable (include both internal and external sources).
6. Views and searches can be time filtered.
   
7. The tools to update/input/output should be generic and readily available to any collaborator (internal or external), any place and on any device that could http-communicate on the Internet.
8. The content characteristics are not document/print centric, but rather compound, collaborative, interactive centric
9. All relevant input are encouraged, available and appreciated - the wisdom of the crowd
10. There are good mechanisms for interaction and contributions are rewarded
11. The employee feel empowered and appreciated
12. The company/employer will benefit from a lot more value and contributions from each employee
13. .....
14. ....
    

Whatever happened to the Web?

See this related presentation

From Burton Group Research Director Peter O’Kelly:

If you’re a Burton Group Collaboration and Content Strategies subscriber, you may also find a report I wrote in 2006 useful: Hypertext and Compound/Interactive Document Models: Collaboration and Content Management Implications. An excerpt from the synopsis of the Burton Group report:

A funny thing happened on the way to the web. Hypertext, a model for fostering collaboration and content management by flexibly working with information items, essentially took one step forward and two steps back. Hypertext Markup Language (HTML), introduced with the World Wide Web, has become the global standard for hypertext content. But, ironically, it’s actually rather basic and limited. As a result, the web has failed to achieve many facets of the vision web inventor Sir Tim Berners-Lee had in mind in the first place.

The print-centricity dominating most personal computing platforms and tools has also hampered hypertext during recent decades. Although Vannevar Bush eloquently articulated his vision for a much more effective way of working with and collaborating through content more than 60 years ago, today’s most widely deployed platforms and tools are still dominated by conceptual models based on a foundation of digitized file cabinets and traditional documents.

This is all about to change, as the rapid growth of blogs, wikis, and other market dynamics are helping information workers to more fully exploit the advantages of beyond-the-basics hypertext along with compound and interactive document models. Although the trends are also accompanied with the usual assortment of market hype and new buzzwords, they may well, collectively, usher in a renaissance in collaboration and content management.

Hypertext is simply a better form-follows-function fit (than print-centric approaches) for the way people actually think and work. Compound documents facilitate focusing more on information work than on disparate technologies and tools, and foster more effective content management. Interactive document models are used to automatically and unobtrusively offer supplemental resources and actions in context, providing opportunities to more effectively leverage tools and metadata without disruptive context shifts.

A Personal Information and Knowledge Infrastructure Integrator | Edmonds | Journal of Digital Information

Hva er wikis bra på?

Se på disse artige lære filmsnuttene:

• Wikis in Plain English
• Social Media in Plain English

Creating a Culture of Innovation

W.L. Gore & Associates did it. So can your company. Watch CEO Terri Kelly's inspiring talk at the MIT Sloan School of Management. More

W. L. Gore & Associates has been called “the most innovative company in America” by Fast Company magazine –and has been named to that magazine’s current Fast 50 list of innovative companies. It’s consistently been listed as one of the best places to work. And its corporate culture de-emphasizes hierarchy so much that its current CEO became CEO only after her peers nominated her. It’s no wonder that W.L. Gore’s current CEO, Terri Kelly, thinks the company’s corporate culture has a lot to do with its ability to innovate.

Use Cases for Corporate Social Software Platforms

(This is an example-list taken from Traction TeamPage)

Use Cases

Whatever your role, Traction will free you from the aches and pains of managing qualitative information and communicating effectively and efficiently with small or very large teams or stakeholder groups. Below are some examples of popular use cases include. You may also enjoy review the Customer Stories on our website to read about some real life examples.

• Competitive Intelligence and Market Research: Use Traction to collect, organize and selectively distribute information from all sources. Provide your own commentary, reports and analysis with links to the sources captured in Traction.

• Product Management: Use Traction to collect customer feedback, market research, bug reports, and product or feature ideas. Then define features, assign them to versions, mark them To Do and give them priority. Traction can help manage the features or bugs through a process to completion.

• Program Management: Use Traction to define and track program objectives, serve as a communication hub for reports and issue alerts, provide critical information resources to small and large teams on a timely, highly available basis. Traction is also an effective way to label and track issues identified, to be sure they are kept "at the surface" until marked closed or done.

• Research Lab Notebook: Whether doing drug research or product research and development, use traction to document and organize your ideas, issues, Q&A, and findings. Traction's robust audit trail will assist collective understanding and document timing and evolution of ideas.

• Online Documentation: Use Traction to create "wiki-style" documentation for internal or external use. Traction makes it easy for a group of people to work together to create a set of articles linked by unique page names. Authoring rights can be separated from publishing rights, with articles remaining in a draft state until published. This allows readers to be presented with a "latest stable" version of the documentation while revisions are ongoing. See Concepts of Wiki Projects for more information.

• Customer or Partner Communication: Create a project in Traction for a key account or partner. This becomes the secure space for communicating, reporting, and sharing information between the two organizations. You can expose the customer or partner to their project as well as others that are relevant, such as a Support or Market Research project.

• Customer Support: Create a secure or public project in Traction to post information relevant to all your customers or partners. This is an effective way to post and organize FAQs, company updates, and important resources. You may also take questions and comment answers in this space.

• Operations Log: Use Traction to capture activity information in daytime or 24 hour operations. This is highly appropriate for cases where activity and issues raised need to be transparent (but secure) to stakeholders, and where information can get lost in the reporting shuffle between shift operations. Examples may include an emergency room log, ship's log, manufacturing log.

• Company Newsletter: For internal and external distribution. Post news and events to Traction. Let Traction automate the publishing and newsletter generation process.

• Personal Weblog: A very public or very private place to capture your thoughts, ideas, and collected information. Traction provides a robust set of labeling and other tools to effectively organize your knowledge and, where and how appropriate, share with others.

[Fwd: Forrester on Social Networking Strategy]

I'd like to invite you to be my guest at a webinar Socialtext is
hosting with Forrester Research:

FORRESTER: COMPONENTS OF A WINNING SOCIAL NETWORKING STRATEGY

A people-centric collaboration strategy can deliver results that are
now more important than ever:

* Accelerate business process, reduce cycle times
* Drive better business outcomes with greater engagement & trust
* Create a more connected culture
* Fully leverage your resources
* Make better informed decisions

FORRESTER SPEAKER:
Rob Koplowitz, Principal Analyst, Enterprise Collaboration

DETAILS:
Thursday Feb 12th
10am Pacific / 1pm Eastern

REGISTER NOW:
http://cts.vresp.com/c/?Socialtext/ed0664a879/32994a1054/fad0ef0833/t=a&d=800935271

If you're not familiar with Socialtext, we deliver enterprise social
networking combined with collaboration. Businesses use Socialtext to
reduce by 1/3 the time their staff spends every day searching for
information and people, and to speed up cycle times in every function
across the organization.

I hope you can join us for the webinar.

Regards,
Ross Mayfield
Chairman, President, & Co-founder
Socialtext

______________________________________________________________________
If you no longer wish to receive these emails, please reply to this
message with "Unsubscribe" in the subject line or simply click on the
following link:
http://cts.vresp.com/u?ed0664a879/32994a1054/c97cd5e

______________________________________________________________________
This message was sent by Ross Mayfield using VerticalResponse

Socialtext
655 High St.
Palo Alto, California 94301

Read the VerticalResponse marketing policy:
http://www.verticalresponse.com/content/pm_policy.html

Temaet er kommunikasjon - effektiv kommunikasjon

Vi er ikke wiki eller Enterprise 2.0 frelst. Dette muliggjør en form for kommunikasjon/samhandling.

Men det finnes pre-wiki løsninger som erstatter (eller kompletterer) type kommunikasjon E2.0 muliggjør. Se f.eks. produkter som MindAlign som har det man kaller persistent group chats eller Topic-based persistent channels, tilnærmet forum/diskusjons-steder for forskjellige emner. Alt ment å gjøre info-henting og kommunikasjon mer effektivt. MindAlign er nå kjøpt opp av Microsoft og inngår i Microsoft Universal Communication pakke (chat, tlf/video konferanse, etc). 

I artikkelen: Enterprise 2.0: The Dawn of Emergent Collaboration... som også ligger på denne bloggen, rapporterer McAfee fra Dresden bank som innførte 3 kommunikasjonsløsninger: 1. DrKW's inetrnal blog are powered by b2evolution, 2. it's wiki-building software is SocialText, 3. and it's messaging software is MindAlign

Tim Berners Lee on the Semantic Web (Web3.0)

Tim Berners Lee - the creator of the World Wide Web talks about the future of the Internet



The Next Web of Open Linked Data: