Keen to see how the project progresses.

I also agree with you.

What do Turnaround Management professionals and Firefighters have in common?

They both have to act quick to stop and prevent a bigger damage in a delicate and stressfull situation. They have to be efficient and effective.

Blog is also the right medium to market oneself. People can search you on the net, I guess it’s the right time now to reveal steps on how to do that;
cheers..

Thanks for your insight. I agree that additional resources are required to enact a adaptive and multi-faceted/purpose designed organisational structure.

The current and future organisational environment is “agent-based” in the sense that many workers today have a unique identifier (a userid), which is required for them to access information resources necessary for their job and task requirements. These workers may be process or knowledge workers and their access to resources is based on their roles and relationships.

I believe that in future, worker behaviours (i.e., what they search for, whom they have contact with, their standing in the community, their acknowledged expertise, their current projects and affiliations) will be profiled continuously. These profiles will be assessed against other profiles within the broader organisational context in real time and the results of this assessment will provide cues regarding reporting relationships, control requirements, resource requirements, possible connections and shared interests with other workers across the organisation, etc. The multi-dimensionality of the information inputs into this system will give rise to a better fit of individual task requirements and satisfiers, which improves effectiveness and overall productivity. At the same time, the outputs from the profiling process directs attention to new opportunities for collaboration or information and signals possible overlaps and gaps in current work patterns.

Therefore, the resource requirement for these diverse organisational forms may consist of a set of systems that determine relationships between others within the organisation’s formal and informal social network. Furthermore, these systems provide the capability of adaptation because worker requirements will change and in doing so, the system will sense the change and respond.

Such fluid structure needs great flexibilities, that might only be relevant to an organization which consist of vast amount of knowledge workers, I think we need also to consider the amount of resources needed to earn such flexibilities

cheers

I am involved currenlty with some really interesting work with the use of wiki-based medila in organisations. I am very confident that these technologies will really take off (and are doing so at the moment) as a way of information and value-adding to information (e.g., relevance ratings, tagging, voting, etc.) at all levels of the organisation.

While there is an argument around the traps around structure V autopoesis (self-structuring and growth), I think the challenge will be able to lucidly create flows across the various domains with a business. The risk is that “pockets” or coagulations or knowledge may exist in a form that is difficult to generalise to the greater community. The viral growth of these systems seems to be pointing back to the need for an integrated business-technology approach to solving “knowledge flow” problems across the enterprise. I would also contend that business analytics will be very useful in informing the meaning of knowledge across domains and perhaps go some way to providing a translatory path via clustering and other such associations.

I get a little more excited about this media than any other I have seen in the “KM” technology space. My excitement is based on the user-centric nature of the systems – people can adapt the interface to suit their requirements. The other big sell is the integrative “platform” approach many of these products provide to users. These platforms are very flexible and can cope with a wide variety of information inputs.

Regards

Chris

That’s an interesting question, one that I have noticed is being discussed more and more. It is easy to lump the many applications of Web2.0 tools into one pile and assume they are the same or require the same skill set to implement and manage. Susan Scrupski postedon this topic recently. I think she does a pretty good job of providing a general framework around the boundaries between social media and Enterprise 2.0.

I think Susan’s final words on Enterprise 2.0 summarise what it is all about nicely, “delivering a business value via 2.0 technologies.”

Enterprise 2.0 is still about people, but it is about people enhancing the way they work inside the firewall by using Web2.0 tools to collaborate and connect and share with other people within the same company.

Cheers
mick