My Blog's Birthday

It's been 4 years now since I started this blog. 4 years! That seems like a very long time. All I can say is I really enjoyed blogging and will continue to do so in the future. I hope and plan to do more blogging. Some of them will be short (but not as short as my tweets...). And some will be longer. I really want to share some of my deeper thinking with you and would like to hear what you think about them.
I'm also looking for ways to reshare older posts. I don't want to push them at you, but my readership has grown and I'd like to hear from them what their views are on those posts. If you have any ideas on this, please let me know.
I still collect bookmarks and comment on them in Diigo. I don't share them here anymore, but you can find them easily.
Finally I want to thank you for reading my blog, commenting on posts and sharing them with others. Thanks a bunch, it really means a lot to me!
And if you have any comments about my blog or blogging, e.g. tips to improve my blog/blogging, you know where to find me. :-)

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Keep the Intranet Small

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This tweet by Jonathan Phillips ( @digitaljonathan ) triggered to finalize this post, that's been burning in my draft box. I've always been intrigued by how unsuccessful many intranets are. And there are all kinds of good reasons for intranet failure. One of the things that is hardly ever mentioned is: Shouldn't the intranet be smaller? Usually intranets are huge. Lots and lots of pages with lots and lots of content. With complex navigation. The intranet  evaluation surveys almost always show employees only use the news page and people finder. But still we build and maintain nice big intranets. Not only stats point to smaller intranets. There are others reasons as well. I came up with a few. If you have more, just leave a comment. Here's my list: -            user requirements: users don't require large intranet -            search/navigation: searching and navigating a small ...
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Enterprise 2.0 Research

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There's not too much fundamental research on Enterprise 2.0. Deloitte recently published interesting research done on enterprise 2.0 implementations and their return-on-investment. In the EU research has also done as well. Study is being done for the European Commission and it was carried out by Tech4i2, IDC and Headshift. What was the goal of the study? Goals of the study To provide a clear definition of Enterprise 2.0 is, describe the market and the positioning of EU industry, also in comparison with US and Asia; To analyze the take-up of Enterprise 2.0, the organizational requirements, and the role on the transition to a knowledge based low-carbon economy; To collect evidence on its macro-economic impact, as a market opportunity for the European Software industry and as a productivity tool for European business; To identify and analyse both the direct and contextual challenges, including the need for Next Generation Access and the legal barriers; To analyse an...
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Innovation in Turbulent Times

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I love reading articles about innovation. And every now and then you read one that is very interesting. "Innovation in Turbulent Times" by Rigby, Gruver, Allen (in HBR, June 2009) is one of them. This article takes fashion companies as an example for continuous, year-by-year innovation. And how successful fashion companies are usually led by two people: a left-brainer and a right-brainer. "If you don't have highly creative people in positions of real authority, you won't get innovation. Most companies in other industries ignore this lesson." They extend this to show that successful non-fashion companies have the same kind of leadership. And this kind of leadership is usually also characterized by a long-term relationship. I think this concept can also be extended to teams and projects as well. More often than not, people are good at one or the other: thinking up great concepts or ideas, or, making them. In teams and projects we can learn from this as...
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