tag:blogger.com,1999:blog-3125518833818295342024-03-04T01:26:08.441+01:00infoarchThoughts about the interactions between the real world and digitalAnonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comBlogger978125tag:blogger.com,1999:blog-312551883381829534.post-8369368206373686922017-10-13T22:21:00.001+02:002017-10-13T22:21:07.042+02:00Work with our heartsBumped into this great quote in <a href="https://dupress.deloitte.com/dup-us-en/deloitte-review/issue-21/tom-friedman-interview-jobs-learning-future-of-work.html" target="_blank">an interview with Tom Friedman</a>. Context of the quote is what the future of work is and if robots will take our jobs. Here's the quote:<br />
<blockquote class="tr_bq">
... we used to work with our hands for many centuries; then we worked with our heads, and now we’re going to have to work with our hearts, because there’s one thing machines can not, do not, and never will have, and that’s a heart. I think we’re going from hands to heads to hearts, which is just another way of saying what you just said: “What are the most human capabilities we can tap into?”</blockquote>
This doesn't mean when we worked with our hands and heads, we didn't work with our heart. We did. But now and/or in the future working with our hearts will be the differentiator, that's where humans will distinguish themselves from machines (and robots). And always have and always will.<br />
<br />Curious what you think of this quote and if you agree.<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-73397235785952754922017-09-22T17:08:00.002+02:002017-09-22T17:08:47.717+02:00Always follow your passion! Really?<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-piej75JxYBlu_PHNLCHtWGs8cNu1PdW9pqPev2x1eFoDrF-emJuIjvSSJPtjFi5jOV2bK0ZellQXqhCvmXKXU1IfHzzGkqPAsBfgFd71hgl3k_bYZZ2rtHs-Gj7s5PZnmzGnhrWl-JY/s1600/Follow-your-Passion.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="389" data-original-width="560" height="444" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-piej75JxYBlu_PHNLCHtWGs8cNu1PdW9pqPev2x1eFoDrF-emJuIjvSSJPtjFi5jOV2bK0ZellQXqhCvmXKXU1IfHzzGkqPAsBfgFd71hgl3k_bYZZ2rtHs-Gj7s5PZnmzGnhrWl-JY/s640/Follow-your-Passion.jpg" width="640" /></a></div>
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I just finished uploading 100 documents to a platform and assigning them to someone for review. A very operational task. It had to be done. It's definitely not something I enjoyed doing.<br />
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While I was doing this task, I was reminded of some self-help and productivity books I've read in the past. Many of them stress the important of 'doing what you are good at', 'following your passions', 'doing what you find important', etc. You should stop doing all things that don't fit into these categories.<br />
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Of course this advice is important and useful. There are many people out there that have never really thought about these things and do their work because they happen to do that work. This can easily lead to stressful situations or even a burn-out.<br />
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On the other hand, is this advice realistic? If I would follow this advice I wouldn't have done the upload work today. I would have just left it there for someone else to do. As if there is someone out there that would really like to do this task... I would have read a book or some good blogposts for instance. Aren't large parts of our work necessities that don't relate to our work passions or the deeper meaning we see in our work? I even think tasks like the document uploading are meaningful in the end. Work is hard and bumpy. It's never a straight line to a solution or deliverable. This is what makes it interesting and satisfying. So, 'follow your passions' indeed, but don't think this will go without hurdles, bumps in the road, and operational and boring tasks.<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-3558746162076644222017-09-02T19:36:00.000+02:002017-09-02T19:36:09.476+02:00Fundamental and practical advice to help you select the right technology<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjSHOWqiS_a44igTG1aZqSl7-ZUPMSQk2LefrtEqjKj1meDmXlJXuwCQZfKJxJuVRovDdM7whZR5XImCsFT5roOAro6zvuxQ9NdrDTJjWhHWZpwpPuy2Un9gX2NGkQhXElrgv-DE3O4Bkc/s1600/byrne.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="512" data-original-width="1024" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjSHOWqiS_a44igTG1aZqSl7-ZUPMSQk2LefrtEqjKj1meDmXlJXuwCQZfKJxJuVRovDdM7whZR5XImCsFT5roOAro6zvuxQ9NdrDTJjWhHWZpwpPuy2Un9gX2NGkQhXElrgv-DE3O4Bkc/s640/byrne.jpg" width="640" /></a></div>
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In the business book category there are two types of books. On the one hand you have books that serve a relatively easy solution to a problem everybody knows is way more complex than the book tells us. Usually the author doesn’t have actual experience with the topic he/she is writing about. The book is largely based on interviews and other books. The author pulls these together and provides the reader with an overarching model or list of learnings the reader can apply.<br />
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I’m not saying this approach is wrong. I regularly read these kind of books and enjoy doing so. But when I’m done I’m usually left with the feeling that the inspiring story is far away from the real complexity I have to deal with.<br />
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On the other hand there are books which are clearly written by authors who have been or still are there. They clearly know what they are writing about, don’t provide easy answers or simple 1-2-3 steps to success approaches. These books try to help in your real situation and provide loads of practical advice from the trenches for people who are in the same trenches.<br />
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By the way, the strange thing is that the first category are mostly way more popular than the latter. For some time I’ve been wondering why. Is it because most people (myself included...) like reading books with the easy, 1-2-3 steps to success because it gives us a good feeling that something we know is hard seems easy? Would love to hear what you think of this.<br />
<br />
Back to the main topic of this blogpost. I recently was honored to review <a href="http://twitter.com/tonybyrne" target="_blank">Tony Byrne</a> and <a href="http://twitter.com/jarrodgingras" target="_blank">Jarrod Gingras</a>’ book titled <a href="http://rosenfeldmedia.com/books/right-way-to-select-technology/" target="_blank">‘The Right Way to Select Technology’</a>. This book clearly fits in the last category. It tells the real story. And that's what their business, The Real Story group, is all about.<br />
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This book goes into every detail that you need to know to select the right technology for your business. From crafting a good business case (not one of the wishful thinking ones…) to getting the right team together for the selection process, on to capturing requirements and user stories in a balanced way (no endless requirements document, but requirements that really help you filter the tech market). It also addressed how you should treat vendors, evaluate proposals from vendors, set up demos and proof of concepts that give you answers, wrapping up with making the actual selection and negotiating a good price.<br />
<div>
<br />In all the chapters Byrne and Gingras provide an approach that has repeatedly worked for them and share real (positive and negative) experiences with each element of the selection process.<br /><br />For me some of the highlights of the book are:</div>
<div>
<ul>
<li>Practical advice on the composition of the selection team. This is a big issue. Don’t we all know of tech that has been selected by IT or some other team in splendid isolation, that became the ‘global standard’ nobody in the organization is using? Reading the book helps you overcome this issue.</li>
<li>I like how the authors say that when you follow their approach the choice of the technology will be obvious in the end. I know many who would really doubt this. selection processes are usually nightmares ending with some not agreeing with the final choice. For tech selection I used a comparable process to Byrne/Gingras’ and it is my experience as well. Getting to an obvious choice really can be achieved.</li>
<li>And a final one – there are more, but I’ll keep it to three high-lights. I like how Tony and Jarrod show that aside from requirements and user stories "filtering criteria" are important. They point to criteria such as geography, delivery model, licensing model and tech base. I agree with these. Two other criteria I used and really help you filter are budget (you can look at the complete tech market, but your budget will filter out many options) and total cost of ownership (don’t only focus on license costs! The tool could be a cheap buy, but have huge implementation and/or governance costs).</li>
</ul>
As you may suspect I highly recommend this <a href="http://rosenfeldmedia.com/books/right-way-to-select-technology/" target="_blank">book</a>. That’s why I agreed to write a recommendation for the book (see the picture above). This book is definitely worth your time and money if you plan to select or are responsible for selecting the right technology for your business. It can even help you look back on a selection process and correct steps in the selection process that you skipped but should have addressed.</div>
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Congratulations, Tony and Jarrod, with your new book!</div>
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Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-30950937961974954162017-08-25T16:15:00.000+02:002017-08-25T16:15:20.764+02:00Thinking about working together<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhuDs1G676C7hPsCi97pzxSLRcC1kx5bIBOYta3pquUJwwVp8N4YvzaXMp6b3DY8BnusyDneh-xYvOjK7t9WUzSNksIwVAq48z-A0rF8qA_2cvwMjFzFNhoaK_0-2TCTRHRk7ez7JPpVQg/s1600/working+together.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="466" data-original-width="700" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhuDs1G676C7hPsCi97pzxSLRcC1kx5bIBOYta3pquUJwwVp8N4YvzaXMp6b3DY8BnusyDneh-xYvOjK7t9WUzSNksIwVAq48z-A0rF8qA_2cvwMjFzFNhoaK_0-2TCTRHRk7ez7JPpVQg/s1600/working+together.jpg" /></a></div>
<br />
Working together is great - most of the time. I really enjoy working with other people on tasks, instead of alone. Usually it's more fun, we get to results faster, the results are better, etc.<br />
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But how often do we give 'working together' some thought? What I see is lots of time is spent on who should we work with and for ("who are our stakeholders?"), when the work should be done and what the objective of the tasks is. But how often do we think about the 'how' of working and what this means for the 'what' and 'when'? Deliberately thinking about <i>how</i> we are working to get better results. I think we should do this more and recently a great report was published to help us all do this more.<br />
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<a href="http://twitter.comintranetfocus/" target="_blank">Martin White</a> recently wrote <a href="about:invalid#zClosurez" target="_blank">an interesting research paper about 'working together'</a>. First I thought it was 'only' about meetings, live and virtual. And if the report was just about meetings, it would have been valuable enough. My experience is that we can do so much better at meetings, by giving it some thought and adhering to some basic principles. It's clear that Martin has been in many meetings. Based on his experiences he gives great advice on how to set up successful meetings, whether they are live or virtual.<br />
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But the report doesn't stop there. Martin clearly shows that meetings are all about working together and therefore about collaboration. To me this is an interesting insight that you don't hear a lot about. Meetings aren't perceived as collaborative. Years ago I learned about workshops. It gave me a whole new perspective on meetings. Workshops are about working together, about collaboration. But as I learned about workshops, I also learned how important it is to define it's objectives, plan a workshop, lead it, etc. This goes for good, collaborative meetings as well.<br />
The report also addresses where collaboration <i>technology</i> is of use. Again, Martin asks if we are deliberately thinking about whether the tool to support meetings and collaboration is "fit for purpose"? Martin stresses the tools are about managing the information flows <i>between</i> meetings.<br />
Martin's report ends where it all begins: practical advice on defining a collaboration strategy to ensure that we are working together in the right way to get to great outcomes.<br />
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I really enjoyed reading this (free!) report and highly recommend you read it as well. It's great to share inside (large) organizations. There's lots to learn and talk about with colleagues.<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-17275991217944613552017-08-11T11:46:00.000+02:002017-08-13T14:04:16.743+02:00A story about connections, search and blogging<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj9EqveO5xE92ZS0heXNPyTazcw9947YzG0yvf8AvuhZO2HX2k7un9Dbgce_ltjEUioBFHRM9ppPi4NjVH7o144Ci9fyyLEXhZ1XzK9fmE0ksScrGxHUZ6Ae0WF4UFE_6v5qq0mwlkQgj8/s1600/Connections-Index.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="315" data-original-width="620" height="324" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj9EqveO5xE92ZS0heXNPyTazcw9947YzG0yvf8AvuhZO2HX2k7un9Dbgce_ltjEUioBFHRM9ppPi4NjVH7o144Ci9fyyLEXhZ1XzK9fmE0ksScrGxHUZ6Ae0WF4UFE_6v5qq0mwlkQgj8/s640/Connections-Index.jpg" width="640" /></a></div>
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<br />
So I recently met a new colleague who had worked at Merck & Co. and shared his experience with using a expert finding and knowledge sharing platform. He reached out to me to find out if we have a comparable platform, so he could use that to meet his needs.<br />
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I was curious which platform he had experienced. But he wasn't sure. So I googled a bit during our call - of course I told him I was googling, I don't want to be rude and divide my attention between him and the web... - and there is was. A clear blogpost from 2009 about Merck's experiences with an internal knowledge sharing platform. It also described the underlying technology.<br />
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What's so special about this? Several things:<br />
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<ol>
<li>The power of (Google) search. It still continues to amaze me how easily you can type in a few words in a search engine and find what you're looking for. In this case what I was looking for popped up in the first three results.</li>
<li>The power of blogging. I found what I was looking for in a blogpost. Someone shared her <a href="http://aboveandbeyondkm.com/2011/06/case-study-merck-co-e2conf.html" target="_blank">conference notes about this case in 20011</a> and it's still easily accessible on the web.</li>
<li>The power of connections and serendipity. The blogpost was written by <a href="http://twitter.com/VMaryAbraham" target="_blank">V Mary Abraham</a>. This is actually someone I have never met in real life, but know well from the web. It's been a while but there have been times we interacted a lot over the web, sharing insights about our Enterprise 2.0 journeys. At one time I won a ticket to the Enterprise 2.0 conference in Boston, but couldn't go. And I gave the ticket to her. I didn't check (yet) but the blogpost I found could have even been this conference.* The blogpost mentions <a href="https://twitter.com/jimworth" target="_blank">Jim Worth</a> as one of the speakers. He too was one of the people I interacted with quite a bit at the time.</li>
<li>It underlines the long journey Social Business, Enterprise 2.0, Digital Transformation or whatever-you-want-to-call-it is. The post I mentioned goes back to 2011. That's 6 years ago! Then I was at Oce and the post is about experiences at Merck. Oce and Merck have probably carried on with their journey. And we all are. We're still looking for great ways to support and accellerate our business process and network to improve key business strategies. And it still not an easy 1-2-3 and your instantly successful project.</li>
</ol>
Oh and by the way, the technology Merck used (at the time) was SharePoint and Newsgator (now <a href="http://www.sitrion.com/" target="_blank">Sitrion</a>). My colleague couldn't remember this. I think this shows what's important. The tools provided real value. Knowing the exact names of the tool is then of hardly any importance. This too was said 6+ years ago. When you visit conferences you can still hear speakers stressing this important fact.<br />
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* I checked in the meantime. It wasn't the conference in 2011, but <a href="http://aboveandbeyondkm.com/2010/05/the-kindness-of-strangers.html" target="_blank">the 2010 edition</a>. :)<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-14279999412523982702017-06-30T16:02:00.000+02:002017-06-30T16:02:20.764+02:00Asking more questions<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiG9xSpqcFVcuOjJEgqXpx_OE9QgxUzsP40WW6IGcUGOlZeqGE1xtYi3KO2rP5y-6NxoFaqSHl4FAUPRY5HNSzpF4CSs0SiQwO9ka6tEI9jpuLfrVQC2HfhhHAiFP4oLLiDabNT8e3ngoU/s1600/question.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="379" data-original-width="940" height="258" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiG9xSpqcFVcuOjJEgqXpx_OE9QgxUzsP40WW6IGcUGOlZeqGE1xtYi3KO2rP5y-6NxoFaqSHl4FAUPRY5HNSzpF4CSs0SiQwO9ka6tEI9jpuLfrVQC2HfhhHAiFP4oLLiDabNT8e3ngoU/s640/question.jpg" width="640" /></a></div>
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Why don't we ask more questions? Or maybe you do, but I should ask more questions.<br />
Recently I encountered a problem I couldn't solved. So I reached out to colleagues to understand if they had answers. They didn't.<br />
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Then I thought: should I post my question on <a href="http://www.yammer.com/" target="_blank">Yammer</a> or <a href="http://twitter.com/driessen" target="_blank">Twitter</a>? Yammer could work but I had basically already asked the relevant experts within the company so I thought that would be a waste of time. Then Twitter maybe? To be honest, I find the engagement on Twitter pretty low. When I started using Twitter asking a question could get you lots of answers. Now Twitter is more of an update platform and less of a question platform. At least that's how I see myself and others using it.<br />
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Well, then I thought I'd post my question on <a href="http://www.quora.com/" target="_blank">Quora</a>. Good 'old' Quora. I've always loved Quora. A very focused and smart platform with lots of people just waiting to answer your question. And Quora suggests potentially relevant people from your network and outside of it, that could answer your question. And again, Quora saved the day. Or actually the great people on Quora did. I posted my question and just minutes later I got a first answer. Someone who was connected to someone deep inside an organization that could answer my question. And within days the problem was solved.<br />
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Reflecting on this I wondered: why didn't I just ask the question on Quora right away? Is it just easier to start with your network and colleagues? Or is something deeper going on here? Am I not sharing the question because I don't want to admit too openly I don't know the answer? I'm not sure what the real reason is to be honest. But what I do know is that asking questions in certain contexts can be seen as being dumb or lazy. I've worked in those kinds of environments and this culture does stick to you. I'm curious what you think of this.<br />
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Anyway, next time I think I will post my question on Quora right away. I think I'll just ask the question to different online and offline networks at once. Do you think that's a good approach? Or is that too much? Let's discuss!<br />
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[<a href="http://advertisementfeature.cnn.com/think-brilliant/workspace/images/wrong_question_header.jpg" target="_blank">Source</a> of this blog post's image]Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-34786605976552085392017-06-16T15:39:00.001+02:002017-06-18T22:30:56.427+02:00Twitter Lists: the key to using Twitter?<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOJd88zZH974puhQqBvGLPu4VRoqnzqbPbPEiUgfSfFycmifx6ka8fv2sWUYcFQ2rQuYiy15ZCwkmms3XCPV0qgRgw49n2HIqko68syI1tx5jBb7SXrklJpD97ZB6VSWuVv9TfIk1rGDQ/s1600/lists.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="476" data-original-width="921" height="330" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOJd88zZH974puhQqBvGLPu4VRoqnzqbPbPEiUgfSfFycmifx6ka8fv2sWUYcFQ2rQuYiy15ZCwkmms3XCPV0qgRgw49n2HIqko68syI1tx5jBb7SXrklJpD97ZB6VSWuVv9TfIk1rGDQ/s640/lists.png" width="640" /></a></div>
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Recently Twitter updated its web and app interface again. Nice and round this time. One thing I was disappointed about is the fact that Twitter did nothing to make Lists more visible and accessible. If you don't know what a List is, you can find more info about them <a href="https://support.twitter.com/articles/76460" target="_blank">here</a>. I blogged about how I use them <a href="http://info-architecture.blogspot.nl/search?q=twitter+lists" target="_blank">several times</a> as well.<br />
Twitter Lists is simply a way to organize all the people you follow into... lists, of course. The way you use a List is up to you. You can put people on a list based on a topic they relate to, their importance, whether you've met them in person, etc. By having Lists you can focus on the people you want to follow, instead of just going through all the updates of all the people you follow. Lists help you follow more people than you can process and focus on the people who you really want to listen to and interact with.<br />
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When I tell people about Lists I'm surprised how little people know they exist and use them. On the other hand people that bail out of Twitter usually do so because they feel overwhelmed and don't know how to filter tweets, with Lists among others. Why doesn't Twitter highlight this feature more? All the people I know that actively use Twitter, use it productively and love the platform, use Lists.<br />
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What do you think the reason is to hide Lists? And what could we do to make them more well-known?<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-14901675310204904632017-05-19T16:49:00.001+02:002017-05-19T16:49:46.694+02:00Creating more redundancy<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjInW5m8cMFj6fCjZeo3wsDsLsMbJxW1bhBoNle4fBbouSaqrDHPi-BUm9eYtMkhnS1uMQymsM-vZHF7dNNBO0lL2szURjfbV2E8SdATZbNJIp8T-u_a3gbB1cjcpkSQdUv8iPuGpuiF00/s1600/grandcanyon.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="340" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjInW5m8cMFj6fCjZeo3wsDsLsMbJxW1bhBoNle4fBbouSaqrDHPi-BUm9eYtMkhnS1uMQymsM-vZHF7dNNBO0lL2szURjfbV2E8SdATZbNJIp8T-u_a3gbB1cjcpkSQdUv8iPuGpuiF00/s640/grandcanyon.jpg" width="640" /></a></div>
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<div>
Recently I <a href="http://info-architecture.blogspot.nl/2017/05/more-redundancy.html" target="_blank">blogged</a> about redundancy. At the end of the post I mentioned I would share how I try to create redundancy in my life.</div>
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I think a key way I create redundancy is a good work-life balance. I’m deeply convinced working more that 40-50 hours per week is <a href="https://www.inc.com/ilan-mochari/get-your-sleep.html" target="_blank">unhealthy</a> and <a href="https://thenextweb.com/entrepreneur/2013/12/16/surprising-reason-40-hour-work-week-rethink/#.tnw_4XZRARHG" target="_blank">inefficient</a>. Having time to be with my family in the evening and weekends helps me be creative and efficient during work hours.</div>
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Some other ways I do it are:</div>
<div>
<ul>
<li>Go out to jog or mountain bike</li>
<li>Read a good book</li>
<li>Block time in my agenda to think deeply and without interruptions</li>
<li>Work from home (less distractions and traveling)</li>
<li>Don’t plan anything, just see what happens</li>
<li>Go on vacation – of course</li>
<li><a href="http://info-architecture.blogspot.nl/2017/05/the-great-thing-about-conferences.html" target="_blank">Visit a conference</a> ;-)</li>
</ul>
Do you have others ways to create space in your life? Let’s learn from each other.</div>
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Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-24468306486007461782017-05-12T15:25:00.000+02:002017-05-12T15:25:10.350+02:00The great thing about conferences<div class="separator" style="clear: both; text-align: center;">
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I really enjoy going to conference every now and then. I’m at the great <a href="http://socialnow.org/" target="_blank">SocialNow</a> [link] conference now. I go to conferences to meet people and to learn more about a certain topic. This is key for a conference. I’m not going if the people and the program aren’t interesting. But in my experience the <i>result </i>of a conference is the greatest thing about conference visits – at least mine. I find conference visits always trigger news ideas. Not always because of the speakers at the conference. More often it’s just because of the different environment I’m in. I’ve always found this a weird effect of conferences. The weekends or a nice long walks also have this effect but to a lesser extent. Can you relate to this? Would love to hear what conferences do to you.Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-67489372176891824232017-05-05T22:46:00.001+02:002017-05-05T22:46:09.939+02:00More redundancy<div class="separator" style="clear: both; text-align: center;">
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Recently I was (re)reading the article <a href="https://hbr.org/2007/07/the-knowledge-creating-company" target="_blank">"The Knowledge-Creating Company"</a> by Ikujiro Nonaka. It's an old HBR article from 1991, but still a very interesting read. (Later Nonaka expanded the article to a <a href="https://www.amazon.com/Knowledge-Creating-Company-Japanese-Companies-Innovation/dp/0195092694" target="_blank">whole book</a> with the same title as the article.) Two sentences from the article have been going around in my head since I read the article. Let me share them with you:<br />
<blockquote class="tr_bq">
The fundamental principle of organizational design at the Japanese companies I have studied is redundancy - the conscious overlapping of company information, business activities, and managerial responsibilities.</blockquote>
And:<br />
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Redundancy is important because it encourages frequent dialogue and communication.</blockquote>
Nonaka stresses the importance of redundancy in organizations. On the one hand this is obvious. Life is full of redandancy. On the other hand what struck me most is how so much in life and especially work is about getting rid of redunancy. We talk about defining processes, automating work, cutting out inefficiencies, optimalization, not reinventing the wheel, etc. And while we're doing this, we know there will always be room for more improvement.<br />
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I'm not saying this drive is irrelevant. Look where the industrial age got us. But I do wonder if we should be a little bit more chill about all the anti-redundancy stuff. I've never heard a decision maker say: "I don't really care for inefficiencies there, redudancy is fine." Why not? Even though we know it's not wrong to have them and it can even lead to good things. Like Nonaka says and further explains in the article. Redundancy leads to discussion, questions, talk, human interaction. And isn't that something we really need more of in organizations? (Not to mention politics...) This doesn't mean more meetings by the way...<br />
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As always I'm curious what your thoughts are on this topic. For instance, do you foster redudancy in your personal and work life? And how do you do it? I think I'll write a bit more about my answers to these questions next time.<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-42771484636027909382017-04-28T11:00:00.000+02:002017-05-04T19:30:13.208+02:00Getting things done; are you?<div class="separator" style="clear: both; text-align: center;">
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How do you get things done? Do you have a method you follow? I’ve written about this <a href="http://info-architecture.blogspot.nl/2008/02/getting-things-done.html" target="_blank">before</a>. <a href="http://info-architecture.blogspot.nl/search/label/gtd" target="_blank">A lot of </a><a href="http://info-architecture.blogspot.nl/search/label/gtd">times</a> actually. The trigger to write about it again is my continuous surprise how little people have a method to work productively. Actually everybody has a method, at least implicitly, and sometimes it’s pretty OK. But often I see people struggle. Usually this is because they don’t have a productivity approach and/or there are all kinds of loose ends in their method.<br />
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I follow the <a href="http://gettingthingsdone.com/" target="_blank">‘Getting things done’ productivity approach by David Allen</a>. I follow it fairly strictly and revisit the books quite regularly to see if I can do better. I read ‘Getting things done’ for the first time when I was about two years into work life. I was struggling. I had a method, but it wasn’t working. I wasn’t in control and often forgot to do tasks. ‘Getting things done’ was a revelation to me. After reading it I thought: This is it, everybody should read this. This should be a mandatory course at university or at least part of the onboarding program when you start working for a company (or for yourself).<br />
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But it isn’t. And we continue to struggle. Inboxes with 100’s of (unread) emails, task lists all over the place, etc.<br />
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Why don’t we take this more seriously? Is this because productivity loss is a hidden cost? I know of one company that actually has a knowledge worker productivity department. This department helps employees work in a productive way: organize their work, use their tools efficiently, etc. And the productivity gain of employees they training is paying for the department. Pretty smart eh? But I know of just one example. Why aren’t there more?<br />
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Curious to discuss this topic here or over on <a href="http://twitter.com/driessen" target="_blank">Twitter</a>. I don’t think we’ll ever always be in full control of our work life. Life is too complex for that. But I don’t think we can do better by following a productivity method. ‘Getting things done’ is one. Others are <a href="http://jarche.com/2014/03/personal-knowledge-mastery/">PKM</a> (Personal Knowledge Mastery) by <a href="http://twitter.com/hjarche" target="_blank">Harold Jarche</a> and <a href="http://workingoutloud.com/" target="_blank">‘Working out loud’</a> by <a href="http://twitter.com/johnstepper" target="_blank">John Stepper</a>, just to point to a few. Choose one. Then you’ll have time to discuss this topic with me and others. ;-)<br />
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</style>Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-20743407377279868352017-04-21T14:13:00.002+02:002017-04-21T14:13:21.941+02:00Focus on the underlying principles<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiYUyp9jo8z7vifokAt8GLkotrwdPqG-sSRE10NwvnNkL0Un-OHF3tlR11iLFD37NtoO4d9qQK15xUpjAM-3IoQY4bxIu0XCmb0Y3-Tzt5aF-Esq6a4w90RAwrsa6PBhNUulJD0yBUWW4c/s1600/definitions.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="278" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiYUyp9jo8z7vifokAt8GLkotrwdPqG-sSRE10NwvnNkL0Un-OHF3tlR11iLFD37NtoO4d9qQK15xUpjAM-3IoQY4bxIu0XCmb0Y3-Tzt5aF-Esq6a4w90RAwrsa6PBhNUulJD0yBUWW4c/s640/definitions.jpeg" width="640" /></a></div>
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We love shiny new things. The latest hype, oh, let's talk about it! But is it really new or does it just have a new name?</div>
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Just think about how we talked about 'groupware software' back in the day. Nobody calls it that way anymore. We talk about 'collaboration software/tools' now.</div>
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The same goes for 'web 2.0'. Nobody says that anymore. We call is 'social media' now, although I'm sure we'll have a new term for it soon.</div>
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A last example (as I could list many more examples): everybody is talking about 'digital transformation' now. Before that all the talk in town would be about 'social business' and before that it was called 'enterprise 2.0'.</div>
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Definitions are important. It's all about being clear about what we mean. What I don't understand though is the way many present something as completely new while it clearly isn't. The term is different, but the underlying theme is the same. That's why I try to focus on the underlying principles. If they are different or have changed then something is really going on. This is why a book like <a href="http://www.cluetrain.com/">'The Cluetrain Manifesto'</a> is so good. It's about the underlying principes of the new web, the social web, web 2.0 or whatever you want to call it. It was written in 1999... Read it and don't focus too much on the terminology that is used in the book. We use different terms now. But the big change they described, the principles that have changed in 2nd age of the web haven't in the last 20 years.</div>
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And the good thing about focusing on the underlying principles is that it saves a lot of time and energy. Instead of running after all new shiny things, we 'only' have to think about the real changes. The fundamental ones. And that's hard enough.</div>
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Would love to hear your thoughts about this. Leave a comment and we'll continue the conversation!</div>
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Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-32220779367680661552017-04-15T10:30:00.000+02:002017-04-15T10:30:14.173+02:00SocialNow 2017 is coming up. Hope to see you there! #socialnow<div class="separator" style="clear: both; text-align: center;">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQmPVQ5esr1j_umsdMda6RXQ0v5Qv5DSnruA7I81B1hTi5r_AgvNu2EtIcTSzHOfAhrXahmn2qtLsl0IXWyg_-FPORroAtFGQHjYHJNhabwLK2uVwMmTr5fbe1GIIsb40oKHphGYKRjzI/s1600/IMG_3954.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQmPVQ5esr1j_umsdMda6RXQ0v5Qv5DSnruA7I81B1hTi5r_AgvNu2EtIcTSzHOfAhrXahmn2qtLsl0IXWyg_-FPORroAtFGQHjYHJNhabwLK2uVwMmTr5fbe1GIIsb40oKHphGYKRjzI/s640/IMG_3954.JPG" width="640" /></a></div>
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In little over a month the next edition of the <a href="http://socialnow.org/">SocialNow conference</a> will be held. Organizer and good friend Ana Neves has been working hard on putting another great <a href="https://socialnow.org/schedule-list/">program</a> together. And I'm honored to be the host of the conference again! So I hope to see you there.<br />
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SocialNow is a special conference. I wrote about <a href="http://info-architecture.blogspot.nl/search?q=socialnow">previous editions</a> (and I still need to blog about the last one...). SocialNow is special for different reasons:<br />
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<ol>
<li>For one it's a well-organized and thought-through conference. The conference organizer works in this field, knows what businesses are looking for and what conference visitors need to get value-for-money.</li>
<li>The conference has a unique format. There is not one conference in which you get great keynote talk and discussions combined with real demo's of tools based on actual user stories in a business context.</li>
<li>The conference is not only for people/companies looking for a new internal social tool. I find that the demo's also help you define and refine your selection process. You learn from the audience what answers are good to ask, how to compare tools and where to look for real value in tools.</li>
<li>Lisbon is great. I don't need to explain that one right? Just look at the picture I added in above. And I didn't even add in a picture of the food and wine...</li>
<li>Last but definitely not least - maybe this should even come in first place: The people that attend are very open and love to share insights and have conversations. </li>
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I could go on but will leave it at that. So if you are thinking about going I hope my little post will give you the last push to go. If you have any questions about the conference you can always reach out to me in the comments. And of course you can contact <a href="http://twitter.com/ananeves">Ana</a>.<br />
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Hope to see you in Lisbon!<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-69531247849166681752017-04-14T11:45:00.001+02:002017-04-14T11:45:16.960+02:00Shipping<div class="separator" style="clear: both; text-align: center;">
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Last week I blogged about <a href="http://info-architecture.blogspot.nl/2017/04/reaching-out.html">'Reaching out'</a>. I tried to explain why I think it's so important, especially in organizations. This led to another thought. It's something that I came to see during my previous life as a consultant, but actually already knew while working in a large company. It's about 'shipping'.<br />
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To me shipping is about delivery results. The weird thing is that I find most people think about results as being a huge results. So many don't deliver results at all. They think and talk endlessly about what the result will be. But never really produce results or versions of the result. And this thinking and talking usually happens in small groups. To others it seems that nothing is happening.<br />
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As a consultant I was hired to deliver results. I remember the great clients I've worked for that were absolutely thrilled results would be delivered, every 1 to 2 weeks. Progress! Some of them were capable of doing so by themselves but didn't have time, so they sourced it to us. But many times the clients had no idea how to deliver results.<br />
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To be clear, I'm not saying this is a shame. Apparently, just like with reaching out, shipping is a special skill. Not everybody can do it.<br />
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Shipping <i>is</i> intrinsically hard. For one because when I show a result I get feedback. It could be positive, but there's negative feedback as well. And we - I - don't like that. So we keep the idea to ourselves for a little while longer. Or don't share it all in the end.<br />
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What really helped me ship is to divide work into smaller results and share in-between results with people I trust. More and more I learned to share versions of the results with broader audiences as well. I've experienced that the criticism you get is usually very helpful and help you get to results much quicker. And, it also prevents you from reinventing the wheel.<br />
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Are you a good shipper? How do you make sure you deliver results?<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-25894084773967215362017-04-07T12:21:00.001+02:002017-04-07T12:21:36.475+02:00Reaching out<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEilpYKTZq02qQFLB7fTv46GOtxaomBxyHI9DmiIRgBfRobxHRfeAORXhMuhz9pAp1EMsmhK7FisG8ycCqwyLFdpdSx2wdxKOaFr7HDPPN6etc7TWHXKT-hPMwzT0h1RzJygSc8BNTqvKdQ/s1600/wooden-bridge-451620_960_720.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="457" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEilpYKTZq02qQFLB7fTv46GOtxaomBxyHI9DmiIRgBfRobxHRfeAORXhMuhz9pAp1EMsmhK7FisG8ycCqwyLFdpdSx2wdxKOaFr7HDPPN6etc7TWHXKT-hPMwzT0h1RzJygSc8BNTqvKdQ/s640/wooden-bridge-451620_960_720.jpg" width="640" /></a></div>
We need more people that reach out to others. As people are social beings, you would expect 'reaching out' would come naturally. The strange thing is about the time we are living in, is that we learn (again) that this doesn't come naturally. Just look at the state of politics in this world, especially the uprising of the populist movement. And the web, deliberately made as a platform for connections and building bridges, shows this as well. We've all heard of being 'alone together' on the web and the 'filter bubbles' we all like to live in. The web often looks like more of a shouting-at-each-other platform, than a platform for connecting and networking.<br />
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I see this inside organizations as well. I've worked for quite some organizations and one thing that strikes me is how small the number of connectors is in organizations. People that bridge gaps between individuals, teams, department, business units, office locations and the outside world. The interesting thing I find is that the size of the company matters a bit, but even in small companies the number of 'bridgers' is limited. Very quickly the <a href="http://info-architecture.blogspot.nl/2016/09/wheres-your-trend-periscope.html">social periscope</a> goes down. People focus on their individual tasks, their team and maybe their department, but that's it. And, hey, I can relate. We're all busy right?<br />
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On the other hand, I do try not to give in. I do my best to share my work inside the company I work for and outside (by blogging and tweeting e.g.). I also try to connect to people, ask them what they are doing and actively listen to them. Maybe this is the most powerful way to reach out and bridge: by asking questions. Who are you? What are you doing? What are you happy and concerned about? Finally, on the more technical side I find there are great tools to 'reach out' as well. Twitter is one of them. It's helps me get out of my bubble and look around. Feedly is another great tool to subscribe and listen to topics that I'm interested in.<br />
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I'm curious if you agree we need more people that reach out. And, if you are actively reaching out, how you go about doing this. Let's connect here or over at your place!<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-84612638210607313012017-03-31T17:04:00.001+02:002017-03-31T17:04:16.401+02:00Too much to read<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiAnVUounftQ8InyUXRr3j1_Ot1GL7yn2GN3ezJFd4s9CeA2dK5Awd2QB4ofY0aI5MPdJGUsOqaVHXWLncUGQRyQa-ZrJkbyDYpOtYMnc3s6xh9bgcjAnnVDA9aa2vY5E_yxEwq1WEy-BA/s1600/filter.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="242" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiAnVUounftQ8InyUXRr3j1_Ot1GL7yn2GN3ezJFd4s9CeA2dK5Awd2QB4ofY0aI5MPdJGUsOqaVHXWLncUGQRyQa-ZrJkbyDYpOtYMnc3s6xh9bgcjAnnVDA9aa2vY5E_yxEwq1WEy-BA/s320/filter.jpg" width="320" /></a></div>
'<a href="https://youtu.be/LabqeJEOQyI">Information overload is filter failure</a>.' Most of us probably know this quote by Clay Shirky and agree with it. I do. It relates well to what I love about the web. There's information abundance, but the web is structured in such a way that we can pull information towards us that we find interesting. And push away things that are not relevant to us.<br />
There are great tools to help you with this. <a href="http://feedly.com/">Feedly</a> is I think my core filtering tool. <a href="http://twitter.com/driessen">Twitter</a> would come in second place. (It continues to surprise me how little people use an RSS subscription tool like Feedly...)<br />
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I hardly ever read something right away though. This is where <a href="http://getpocket.com/">Pocket</a> come into play. Pocket is where I save interesting online posts and article to read later.<br />
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But - and this is where I'm interested in your experiences - I find that more and more there is just too much interesting stuff to read. My Pocket is completely stacked with articles I hope to read some day. And this is just the 'digital' stuff that's interesting. I have a long list of books that I hope to read as well.<br />
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To be clear: This doesn't worry me. This is a fact of life. It always has been this way, I think. The thing I wonder about is whether my huge list of things I hope to read and think about really is the result of filter failure (which to me has a negative connotation)? My filters are pretty strict and I definitely don't want to read everything - even if I could. So I don't think I have a filter problem. I don't have an information overload problem either, because I don't experience it as overload. But I do find there are too many interesting people and thoughts to keep up with. The interesting people and thoughts aren't the problem either. So what is? I don't really know. I do know ideally I would want to keep up with them. Not always be behind on reading. Maybe the biggest problem I have is that I would love to give the interesting people and thought more recognition. I see blogposts, books or articles that are just great. I want them to keep up the good work, but to do that we have to share the post/article and/or comment on it. Which leads to less time to read other blogposts/article. Sounds like I or we're running around in circles... ;-)<br />
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Anyway, let me just end this post with thanking all the great people who take time to share their thoughts in books, articles and blogposts. Sometimes I wish I could say this to you personally - and I do quite often. I hope my reading behavior is also seen as a thank you to them.<br />
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Curious if you can relate to this and how you deal with it.<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-73910793324237888322017-03-24T15:48:00.000+01:002017-03-24T15:48:07.006+01:00Data and stories<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhwoioxy3VhOlE8evw3_oD04zJZaEg2D4wLl0BKbrWjeYCHYYDOzfHvbqGNYIyCwL2mAnsSMtXcc7KdUTFxGk1CE-ofBpF8n_Is8PHz7jtkYyCOmBC3J0XfHQAuxutF2emXebC2WNyPBhQ/s1600/swear.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhwoioxy3VhOlE8evw3_oD04zJZaEg2D4wLl0BKbrWjeYCHYYDOzfHvbqGNYIyCwL2mAnsSMtXcc7KdUTFxGk1CE-ofBpF8n_Is8PHz7jtkYyCOmBC3J0XfHQAuxutF2emXebC2WNyPBhQ/s320/swear.jpg" width="320" /></a></div>
There's a thing about metrics and measurement. Especially in digital channels. We all agree we should measure, but most research reports about social media, intranets and websites conclude it's hardly being done.<br />
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But the thing I find even stranger is that if we actually measure and share our numbers, big conclusions are derived from them. "Our website is very useful because we have x visits per month." Or: "Our internal microblogging platform is valuable because 90% of our employees has created a profile on it."<br />
To be clear I think we should collect these numbers and share them. They do tell us something. But I find it strange that when these numbers are shared, they are shared without any context. And they are shared as if data can tell us the <a href="http://sethgodin.typepad.com/seths_blog/2017/03/to-tell-the-truth.html">whole story</a>. Data is the only reality.<br />
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We know it isn't. There's much more to life, even digital life, than numbers. Yes, we should collect data and do that much more rigorously, definitely when it comes to internal digital channels. But I think we should do more. And one extra thing we could do quite easily is collect stories. Have people tell us why they visit a website, what they get from the intranet or microblogging platform, etc. Stories are so important in digital channels. For understanding if we created something valuable for people. And also to tell other people convincing stories about the value of the digital platforms we've created. In my experience they're even more convincing than numbers. Curious to hear if you think so too.<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-14423379032006654162017-03-17T14:24:00.002+01:002017-03-17T14:24:59.276+01:00Conversations and empathy<div class="separator" style="clear: both; text-align: center;">
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<a href="http://www.cluetrain.com/book/">Markets are conversations</a>, remember? In 1999 this was the central thesis of the great book <i>The Cluetrain Manifesto</i>. The book is just great. It's a must-read. I'm surprised how many people in the digital marketing and communication market know and have read it. Not to mention that I think we still have a lot to learn from the book - so don't just read it once!<br />
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Markets <i>are</i> conversations. We know and feel that deep down. But are we as <a href="http://euansemple.com/book/">humans</a> and are companies actually doing accordingly? There is so much in marketing, communications, advertising, selling, etc. that has nothing to do with a conversation...<br />
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Maybe there's something more fundamental that we are not getting here. I'm about 90% through Sherry Turkle's book <i>Reclaiming Conversation</i>. And what a great book it is. I love books that really make you think. And this is one of those books. When your a 'digital' fan and junkie like me, you almost want to put it away. The book is a mirror and what you see then is ugly. Or at least it makes you wonder. Turkle is not against 'digital'. But she warns we are loosing fundamental human things by not purposefully using 'digital' and the devices that go with it. The thrust of the book is to help us understand this and 'reclaim conversation'. Because, says Turkle, 'digital' and its devices are unlearning us to really listen and talk to each other. We are losing our ability to <i>empathize</i> with the other.<br />
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To be honest I see this happening in my personal and work life. So consumed with 'all things digital' and so little time to sit and listen. To yourself, to your loved ones, to your colleagues and to nature. I'm looking for ways to do things differently. Curious to hear if you are too.<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-63541792796574686032017-03-10T15:00:00.000+01:002017-03-10T15:00:02.220+01:00Changes to work and blogging<div class="separator" style="clear: both; text-align: center;">
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If you follow me on <a href="http://twitter.com/driessen">Twitter</a> or LinkedIn you've probably seen I changed jobs as of Jan. 1 of this year. After 6 great years at Entopic and Bildung I decided to join <a href="http://www.tevapharm.com/">Teva Pharmaceuticals</a> as senior director external digital channels. I've been at Teva now for about 10 weeks and must say I enjoy it. There's lots going on in the pharmaceutical industry and the intersection of digital and pharma is very interesting, I find. In short, there's lots and lots to do.<br />
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So, why change? As mentioned I enjoyed working at Entopic and Bildung. Great working environment, great team, dito customers. But I also found I was looking for new challenges. In leadership development and in digital. If possible I wanted to get more experience with leadership in a large, international organization. And I was looking for new areas in digital to learn about. Teva contacted me and gave me this opportunity. After quite some talks and lots of thinking, I decided to go for it. And I'm happy to say I'm enjoying the new challenge. My work focus will be more on external digital channels, than internal. But I'll never stopped being interested in 'internal'. And they are and should be very interconnected anyway.<br />
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So, what about blogging? Well, I'm blogging again now ain't I?! I'm committed to blogging about once a week again. I really missed blogging regularly. It helps me structure my thoughts. And I miss interacting with you here. So please help me live up to my commitments. :)<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-5016708492135935652016-09-06T15:25:00.000+02:002016-09-06T15:25:01.771+02:00Where’s your trend periscope?<p dir="auto">It’s a priveledge to work with many different people and organisations. One reason why organizations work with us is to bring “external reference” to the table. So they want us to share with them what others are doing and what the trends are in the market.</p><p>I enjoy this role. I find it very important to stay in touch with what’s going on in my area of work (and even the broader context of my work). And sharing our insights is a way to stay in touch. There are others different ways to do this as well:<br></p><ul><li>talk to people from other companies<br></li><li>visit conferences</li><li>read books<br></li><li>read trend and research reports<br></li><li>read newspapers</li><li>read news and updates on the web<br></li><li>work for many different organizations<br></li><li>etc.</li></ul><p dir="ltr">The good thing about today is that there are many tools to help you keep your “trend periscope” up. For instance, I use Feedly for RSS feeds, Pocket for storing and reading online articles and getting recommendations for this to read from followers, Twitter - still one of the best platforms for trend watching and “ambient intelligence”, LinkedIn (groups) and Google+.</p><p dir="ltr">As you see you can do most of this by yourself. And most of the readers of this blog already do. However, what I see in practice is that very little people actually do this. Of course not everybody has to be an information junky - like myself… But I’m surprised that many people I know don’t have their “trend periscope” organized at all. Why is this the case? Too busy? Too much information? You tell me! I’m curious what your thoughts are on this.</p><p dir="ltr">But let’s flip this for a second. How can we help others set up their “trend periscope”? In my experience this isn’t easy, but it’s nice work. I usually start small: showing others how I work and helping them make one step, e.g. connecting them with someone from another organization or setting up one tool.</p><p dir="ltr">How do you help others open the windows?</p>Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.com3tag:blogger.com,1999:blog-312551883381829534.post-3999389390698722122016-09-02T20:16:00.002+02:002016-09-02T21:08:22.785+02:00Intriguing intranet technology trends<div dir="auto">
There’s quite a bit going on in the intranet technology landscape. Three trends I’m seeing are:</div>
<ol>
<li>Many “out of the box” intranetplatforms are popping up</li>
<li>Organizations are using combinations of platforms to fullfill employee needs</li>
<li>Organisations are outsourcing functional and technical maintenance, and hosting</li>
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<b>Standard intranet solutions</b></div>
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I don’t where you live but where I live, in the Netherlands, many standard intranet solutions are popping up. This is understandable if you see how many intranets, that have been developed on cms’s, have failed. Many are so sick and tired of the failed intranet projects that they flee to intranet platforms that can be set up quickly and are well-designed.</div>
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As much as I understand this, I’m also intrigued by it. Over the last 5-10 years almost all companies have left their custom developed intranet (cms) behind and have moved to standard cms’s, like Drupal and SharePoint. Two of the main reasons to do so was the lack of innovation in these tailor-made intranet platforms and vendor lock-in.</div>
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But now take a look at the “out of the box” intranetplatforms. They usually pay quite some attention to UX, which is great. They usually fulfil the basic employee needs (lots and lots of “me too” in this vendor space, regrettably). My main concern with these types of platforms is that it’s back to the old times. Because when you do business with one of these vendors there’s no other developer that can maintain and extend the intranet than the vendor itself. And that’s called vendor lock-in… Finally, most of these platforms seem to be dead cheap, but when your really add up the costs they’re not that cheap at all. Oh and finally finally, the “out of the box” intranet have the huge risk that an intranet project will be about technology again, instead of people and strategy...</div>
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So, as much as I understand this I don’t like where this is going. In about 5 years organizations are going to be complaining about vendor lock-in and lack of innovation and will move their intranet to some standaard cms...</div>
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Of course there can be good reasons to use an “out of the box" intranet platform. Step2Designs has <a href="http://www.steptwo.com.au/papers/out-of-the-box-intranet-solution/" target="_blank">a good post</a> about this. I see quite some organizations using these platforms to try a more interactive intranet temporarily and then develop the “long term” intranet based on standaard technology.</div>
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<b>Combining platforms</b></div>
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Another technology trend I see is that organisations are combining technologies to fulfil needs. Of course this has been going on forever, but more organizations are explicitly accepting this and actively looking for combinations instead of “one platform to do all”. So, SharePoint is combined with a good content management system. Or a good content management system is combined with a great social networking platform. I think this is great news. And technology vendors are making sure they integrate well with others - at least many of them are.</div>
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<b>Outsourcing intranet maintenance and hosting</b></div>
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Finally more and more organizations are outsourcing functional and technical maintenance of their intranet, usually to the developer of the intranet. And they’re outsourcing hosting. IT is mostly about delivering standaard technology to employees and lowering maintenance risks and costs. The intranet, being a specific bit of technology with demanding users, is usually not IT’s cup of tea. Outsourcing this work is usually a huge relief to IT (and employees…) and is usually done for much lower costs. This goes for hosting as well. Mobile access to the intranet is just <a href="https://www.myhubintranet.com/hosted-intranet/" target="_blank">one of the reasons</a> to host your intranet externally.</div>
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<b>Let's talk</b></div>
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I’m curious if you recognize these trends. Do you? Or are there other trends that caught your attention? Looking forward to discussing in the comments.</div>
Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-713461492390790762016-01-20T11:34:00.001+01:002016-01-20T11:34:28.045+01:00Happy 7th birthday, dear blog, I still love you!Just yesterday my dear blog turned 7! I thought I'd write a short post to celebrate this and to also share with you that I'll be blogging more this year. Wow, 7 years I ago I started blogging. And I can still feel the lump in my throat after hitting the 'publish' button. I was nervous what everybody was going to the think about me blogging. My bosses, my colleagues and all the people out there. Even after 7 years, it still is a thing to send out my musings via the interwebs. But I must say I've always enjoyed doing it. And I love getting positive and negative comments on the posts.<br />
The last years have been busy and blogging has been slow. But I have been blogging, for instance on the Dutch blog <a href="http://www.frankwatching.com/" target="_blank">Frankwatching</a>. And I hope to start blogging soon on <a href="http://www.marketingfacts.nl/" target="_blank">MarketingFacts</a>, another great Dutch blogging platform as well. More blogposts will show up on my own blog as well.<br />
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So, happy birthday, my dear blog! I still love you and will show you more love this year.<br />
<br />Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-60711213193739220322015-10-22T14:10:00.002+02:002015-10-22T14:10:48.830+02:00New book: Collaborating in the social era by @oscarberg - a review<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEibmbIelHDDVlp14AQwH56O-Tj_felcauaoLAaoyreoXQsyBLUtVRoaApTcQmaUbG8NI8JTFZ_ip_7eAcIVcE_xrgv9r6JtmysEdgWcPFxA3KltKMq8BBz1CRzYqekFq8HR_1JdhfekAVw/s1600/IMG_2861.JPG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEibmbIelHDDVlp14AQwH56O-Tj_felcauaoLAaoyreoXQsyBLUtVRoaApTcQmaUbG8NI8JTFZ_ip_7eAcIVcE_xrgv9r6JtmysEdgWcPFxA3KltKMq8BBz1CRzYqekFq8HR_1JdhfekAVw/s320/IMG_2861.JPG" width="240" /></a></div>
There are quite a few books about ‘collaboration’. Recently one was added to the list: <a href="https://intranatverk.se/product/collaborating-in-a-social-era/" target="_blank">‘Collaborating in the social era’</a>. I had the pleasure to read <a href="http://twitter.com/oscarberg" target="_blank">Oscar Berg</a>’s new book twice. Once in ePub format and then in paper. And I must say I enjoyed reading the book and highly recommend you read it too.<div>
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<b>Reason to read the book</b></div>
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The first reason I enjoyed it is because I’ve been following Oscar’s writing (<a href="http://www.oscarberg.net/" target="_blank">blogging</a>) for years now. It’s great to see his writing has been collected, structured and extended into this book. <a href="https://intranatverk.se/" target="_blank">Intranatverk</a> did a great job publishing it.</div>
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The second reason is the fact that many books you read about collaboration are theoretical. They give us general and more strategic things to think about. And these kinds of books have their own right. I enjoy them as well. On the other hand, after finishing those books, I can feel lost. What steps can or should I take? Oscar’s book is not about that. For one, it’s clear that Oscar is not only a consultant, but has done the stuff he’s preaching while working in (and for) organizations. There’s no simplistic 1-2-3 plan in the book. He gives the reader deeper, more philosophical insights in collaboration and work, but maintains a practical, basic focus to help the reader move forward.</div>
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<b>What’s the book about?</b></div>
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Let me give you a short summary of the contents of the book:</div>
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<ol>
<li>The first chapter of the book is about proximity. This very important topic is often overlooked when we think about collaboration and communication.</li>
<li>The next chapter should have been the first chapter, I think. Chapter 2 focuses on how business has changed. It describes business in the industrial era and why that doesn’t work too well in these times. I’m curious to hear why it was put in second place.</li>
<li>If business changes work changes too. Chapter 3 and 4 are focused on knowledge or non-routine work, and the problem of the disengaged worker.</li>
<li>I really enjoyed the chapter about information. This topic is not addressed a lot either (I think because it can get quite philosophical). But what is information and how does business and information relate. I’m not sure about using the metaphor of “water” when it comes to information. I think “blood” is more appropriate. The same goes for the statement that “information does not exist”. But still, this is an important chapter to read, think about and work with in daily practice.</li>
<li>Thinking about information is great, but if you can find what you’re looking for, what’s the use? So, the next chapter is about finding and search. Just look at the research on intranet search and you know why this chapter is important…</li>
<li>Chapter 7 is about email. How is email used, how should we use it and how does email related to other (social) tools? I like the fact that Oscar points to the user needs when it comes to work and business. Too much focus is and has been on organizational needs.</li>
<li>Oscar’s Knowledge Work Capability Framework is discussed in chapter 8. To me chapter 8 and 9, which explains the Collaboration Pyramid, are the core of Oscar’s work. In these chapters he clearly brought together loose insights from others, added his own insights and integrated them into a whole. I like the way Oscar shows the complexity of these topics in a simple (but not simplistic) way. By the way all the visualizations and models from the book are shared <a href="https://www.flickr.com/photos/oscarberg/sets/72157656172180535/" target="_blank">here</a>.</li>
<li>The end of chapter 9 and all of chapter 10 are great for those that want to move forward with collaborative communication and/or want to help others with this. I like the short “guidelines” Oscar gives.</li>
<li>Chapter 11 is very interesting. It’s about hierarchies vs networks or is it hierarchies and networks? Read this chapter to find out what Oscar's view is.</li>
<li>The next chapter addresses where social technology fits in our daily work. And how the tools are more about a way working/thinking, than a set of features.</li>
<li>Chapter 13 shows (together with chapter 14) that collaboration and new ways of collaborating can be supported in practice. Use cases for social collaboration help you look at work and support them in more collaborative and productive ways.</li>
<li>The last chapter is about change. I was surprised this chapter was so short. In the other chapters ‘change’ is addressed (e.g. on page 116 explicitly, and elsewhere more implicitly). I think readers could have been helped more with some concrete pointers to trigger change. Maybe a good topic for Oscar’s next book? ;-)</li>
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<b>Collaborate</b></div>
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One recurring thought I had when reading the book was: Shouldn’t a book about collaboration be a collaborative effort? By sharing his thoughts via Oscar’s blog and discussing the content in the comments, Oscar’s book clearly is a collaborative effort. But I was wondering: could we take things further? For instance, Oscar writes lots of good stuff about the industrial versus the network era, why networks are important and what the downsides of hierarchies are. But there are downsides of networks too. And, as Oscar remarks on page 174, hierarchies and networks don’t exclude each other. The same goes for industrial thinking as well, I find. The only way we get cheap(er) MacBooks and iPhones, is because the industrial thinking is applied and refined. So, what is really going on here? I agree there is no simple answer, as Oscar says on page 185. But I do think we can detail the subtleties more - without making book twice as thick… ;-)</div>
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One other example is where Oscar writes about different modes of work. Clearly the focus of the book is on supporting non-routine work in a better way. If this book helps organizations and people do this in a better, more productive way, we’ve achieved a lot. However… I think many people and organizations struggle with the fact that their work is routine <i>and</i> non-routine and they have to switch back and forth between these types of work. To me that’s one of the reasons email is so popular. It’s like the ERP system for non-routine work. But what does this reality mean for organizations and workers? And for the tool/technology landscape?</div>
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<b>Congrats</b></div>
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Anyway, let me wrap up this post by congratulating Oscar with his book. I enjoyed reading it. Thanks for writing it, Oscar!</div>
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And to you, dear reader, as you may suspect I recommend you to buy the book. I’m curious to hear what you think of it.</div>
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Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-34888326466384436302015-02-26T14:06:00.001+01:002015-02-26T15:02:01.095+01:00Notes day 3 IntraTeam Event Copenhagen 2015 #iec15<div>
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<a href="http://info-architecture.blogspot.dk/2015/02/notes-from-day-1-intrateam-event.html" target="_blank">As I did yesterday</a>, I'm sharing my (rough) notes with you all. Please find them below. Others are live-blogging the conference. Please follow them as well. I pointed to their blogs yesterday.</div>
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<b><i><a href="http://twitter.com/snowded" target="_blank">Dave Snowden</a>, The organization as a loosely coupled network</i></b></div>
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About systems, cognition and the patterns of those.</div>
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Three functional types of systems:</div>
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<ul>
<li>Ordered: Order is cool, but after success we get seduced by it.</li>
<li>Chaotic: no boundaries or structure</li>
<li>Complex adaptive system (co-evolution): We’re moving away from content to linkages that are defined by people.</li>
</ul>
These systems work in very different ways. Illustrates this with the <a href="http://youtu.be/Miwb92eZaJg" target="_blank">‘7/8 year old children party’</a>.</div>
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Refers to the <a href="http://en.wikipedia.org/wiki/Cynefin">Cynefin framework</a>, a sense-making framework. Some remarks Dave made related to the framework:</div>
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<ul>
<li>If you’ve done two interviews you already have a hypothesis that is hard to give up.</li>
<li>Complexity requires more management than in the ordered domain, but the management is different. It’s about creating safe-to-fail experiments. It leads to a dramatic reduction in costs and managerial stress.</li>
<li>Failure is better for learning than success. If you copy best-practices you will never innovate.</li>
</ul>
The future is distributed. Dave says there will be no intranets in the future. We will work with something like a bundle of apps. This fits better with how organizations work.</div>
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Snowden wraps up his talk with insights about human language (‘meaning is not found in text’), patterns (from ambigious, positive questions) and the importance of stories (collect them regularly, in real-time).</div>
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<i><b><a href="http://twitter.com/dutchart" target="_blank">Arthur Turkstra</a>, Bring out the best with Iris</b></i></div>
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Didn't take a lot of notes on this talk. I just listened. But, in short, Arthur shared his experience with design and his design principles for intranets.<br />
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One interesting statement I did write down is: Design for all humans. Human behavior is predictable.<br />
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<b><i><a href="http://twitter.com/davidgurteen" target="_blank">David Gurteen</a>, Conversational Leadership</i></b><br />
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The purpose of the Knowledge Café is to bring a group of people together to have a conversation on a topic of mutual interest.</div>
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The aims include:</div>
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<ul>
<li>learning from each other</li>
<li>sharing ideas and insights</li>
<li>gaining a deeper understanding of the topic and the issues involved</li>
<li>and exploring possibilities</li>
</ul>
It also helps:</div>
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<ul>
<li>connect people</li>
<li>improve inter-personal relationships</li>
<li>breaks down organizational silo’s</li>
</ul>
The process of the Cafe:</div>
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<ul>
<li>speaker makes a short presentation</li>
<li>poses a question (what makes a good question?)</li>
<li>small group conversations at tables</li>
<li>3 rounds of conversation</li>
<li>whole group conversation in a circle</li>
<li>approximately 2 hours in total</li>
</ul>
Conversations are the lifeblood of the organization. Some even say conversation is the organization.</div>
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There are many tools to facilitate conversation: dialogue, knowledge cafes, peer assist, De Bono’s six thinking hats, brainstorms, etc.</div>
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David thinks we should move towards conversational leadership. Conversational leaders can be described in the following way:</div>
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<ul>
<li>modify their <b>behavior</b> to take a conversational approach to the way that we work and interact with each other</li>
<li>help build a <b>strong</b> <b>social fabric</b> and a sense of community by <b>connecting people</b> and helping them build relationships with each other</li>
<li>practice <b>conversational methods</b> daily such as peer assists, after action reviews and knowledge cafe's</li>
</ul>
Look for Conversational Architects in your organizations. David thinks managers should start with this.<br />
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<b><i><a href="http://twitter.com/lukemepham" target="_blank">Luke Mepham</a>, Considering SharePoint in the Cloud?</i></b><br />
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Product or service, cloud vs. non-cloud, software vs service? Understanding these differences is essential when want to choose between SharePoint on premise and Office 365.<br />
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Customization was not possible for Office365 in the past. It's now possible. But MS doesn't allow anything that breaks the service. And Aviva learned to see this as a good thing. However customization is only allowed on a different server and that costs money. And don't except all requests for customization. Sometimes an extra service is better than a customization.<br />
Upgrades, they were happy that they would always be the latest version. However... the upgrade is done whether or not it has any benefits for the organization. You cannot choose.<br />
Security-wise Office365 is amazingly secure. It complies to ISO 27001, SAS70 Type II and EU Safe Harbor. Aviva also uses two-factor authentication to make sure the employee-side of security is covered.<br />
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Luke is also sure 'SharePoint' will move to the cloud. Some of the services (like Yammer) are cloud-based and will always be.<br />
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Final talk is by <a href="http://twitter.com/Anders_Quitzau" target="_blank">Anders Quitzau</a> about 'Demystifying cognitive computing and putting Watson at work'. I didn't take any notes during this talk. Just listened and tweeted. You can find all the tweets by searching for '<a href="https://twitter.com/search?f=realtime&q=%23iec15&src=tyah" target="_blank">IEC15</a>'.<br />
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Anonymoushttp://www.blogger.com/profile/14145886833443377887noreply@blogger.comtag:blogger.com,1999:blog-312551883381829534.post-58123078806642776492015-02-25T18:12:00.005+01:002015-02-26T13:51:04.818+01:00Notes from day 2 IntraTeam Event Copenhagen 2015 #iec15<div class="separator" style="clear: both; text-align: center;">
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I'm attending the 2015-edition of <a href="http://event.intrateam.com/events/intrateam-event-2015" target="_blank">the IntraTeam Event in Copenhagen</a>. It the 10th time it has been organized and it's my first time at the event. I'm writing along with the talks that I attended and will share my rough notes with you below. These are the notes from day 2 (- Day 1 was the workshop day. As I had to give a workshop I don't have any notes on Day 1. The slides for my/our workshop can be found <a href="http://www.slideshare.net/driessen/moving-your-intranet-project-forward-by-entopic" target="_blank">here</a>).<br />
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<i><b><a href="http://twitter.com/s2d_jamesr" target="_blank">James Robertson</a>, How design thinking is transforming</b></i><br />
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Intranets could do more with design. There are several tools to design intranets like:<br />
<ul>
<li>Cardsorting</li>
<li>Tree testing (for instance by using <a href="http://www.optimalworkshop.com/treejack.htm" target="_blank">Treejack</a>)</li>
<li>Wireframing</li>
<li>Usability testing</li>
</ul>
James stresses that we should designing intranets that engage. Intranet should not only be useful (as he thought in the past), but also be beautiful. Employees look at it every day. It should delight employees. He shows several examples of intranets that do this:<br />
<ul>
<li>Accolade</li>
<li>Calgary Board of Education (based on Sharepoint)</li>
<li>vxconnect, Virgin America's intranet</li>
</ul>
Also design should change the way of working. Coles – mycoles and Lakewood High School are shown as examples.</div>
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<i><b><a href="http://twitter.com/theresaregli" target="_blank">Theresa Regli</a>, Evaluating mobile platforms for the enterprise</b></i><br />
The main question Theresa will be addressing in her talk is: Should you go big or small when it comes to mobile technology? Big is go with Google, Microsoft, etc. But there are quite some best-of-breed smaller vendors.<br />
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What does enterprise mobile technology do?<br />
<ul>
<li>it helps you with mobile app and mobile web experience development</li>
<li>services required by these mobile applications</li>
</ul>
Key players in the market are:<br />
<ul>
<li>Infrastructure: e.g. IBM, Oracle, Salesforce, Adobe, SAP</li>
<li>Mobility specialists: e.g. Verivo, Appmobi, Xamarin</li>
<li>Niche offerings: e.g. Corana labs, July systems, Spring</li>
</ul>
The smaller vendors/specialist are much more focused on details and distributing to all types of mobile devices. The big guys focus on android and ios and that’s it.<br />
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What exactly are you trying to do?<br />
<ul>
<li>simpler b2c (consumer apps)</li>
<li>b2e applications</li>
<li>location based</li>
<li>online and offline</li>
<li>mobile websites (make websites responsive, one-on-one conversion)</li>
<li>etc.</li>
</ul>
Theresa doesn’t think there’s a case for a complete native app for the intranet.<br />
Hybrid apps: downloadable applications but the core uses standard web technologies.<br />
Make sure you have a strategy and choose between a native app or responsive intranet and something in-between.<br />
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<i>Closing thoughts</i><br />
Select big infrastructure if:<br />
<ul>
<li>already invested in them</li>
<li>need capabilities to mobilize other products with the suite</li>
<li>enterprise concerns more important than breadth of functionality</li>
<li>mostly suitable for b2e scenarios</li>
<li>usability focused on hybrid approach</li>
</ul>
In other situations go for a niche vendor.<br />
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<i><b><a href="http://twitter.com/danaleeson" target="_blank">Dana Leeson</a>, Complicated business management systems made easy</b></i><br />
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Works for BSI, British Standards Institution (global company)<br />
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How do we support our employees?<br />
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Shows an (ugly) screenshot of BSi’s assurance business management system just before 2014. They knew they had to do something.<br />
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Four separate systems had to be integrated into one (experience), that would manage 3000+ documents:<br />
<ol>
<li>assurance</li>
<li>product certification</li>
<li>medical devices</li>
<li>standards & publishing</li>
</ol>
They structured the documents into 4 content types and x document types and x document categories. And assigned an owner. They developed a form with 20 fields to upload and share a document.<br />
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BSi wanted to make the system purely focused on work, not on things like news that don’t have to do with news for auditors.<br />
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The entry point to the new systems gave a simple overview of updates and comments and links to useful pages.<br />
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The users like the system because it’s easy, gives a good overview of work and the documents can be found.<br />
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This system is used by auditors and is audited by auditors.<br />
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They thought this project would be done in 6 months, it took them 2 years. Know your internal limitations. External examples of speed don’t always work in your organization.<br />
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<b><i><a href="http://twitter.com/perttutolvanen" target="_blank">Perttu Tolvanen</a>, Intranet systems beyond SharePoint – overview of the best alternative</i></b><br />
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You need to understand the philosophy behind systems you can use as an intranet platform.<br />
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Make sure you draw out how the (intranet) system relates to other systems. It can help you select the right intranet platform.<br />
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Perttu sees 2 trends:<br />
<ol>
<li>Social layer for the enterprise. Many of the older intranet system providers haven’t found the answer to the social layer.</li>
<li>Microsoft and the cloud. SharePoint 2013 is a dying platform. All investment is in Office365.</li>
</ol>
And he distinguished between different types of intranets for which different platforms are right:</div>
<div>
<ol>
<li>Social publishing, e.g. Episerver, Confluence, Umbraco, Jive</li>
<li>Complex social publishing (SharePoint doesn’t support this), e.g. Episerver, Drupal, Umbraco. These platforms also support mobile strategies as well.</li>
<li>Management portal concept (hard to move to the cloud), e.g. Liferay, exo, ibm, SharePoint, Oracle</li>
<li>Social publishing and teamwork, e.g. SharePoing, Confluence, Jive, Dropbox</li>
<li>Social publishing and teamwork and document management, e.g. Dropbox, Alfresco, Liferay, IBM</li>
</ol>
Tomorrow we'll continue with notes from day 2 of the event.<br />
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Others are live-blogging the event, please refer to <a href="http://www.clearbox.co.uk/intrateam-intranet-conference-day-1/" target="_blank">Sam Marshall</a> and <a href="http://kilobox.net/4310/intranets-and-design-thinking-james-robertson-at-intrateam-event-copenhagen/" target="_blank">Wedge Black's blog</a>.<br />
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