infoarch

Some time ago Deb Lavoy wrote an interesting post titled 'Social Business doesn't mean what you think it does, neither does Enterprise 2.0' . I just wanted to point you to it. The discussion around the post is interesting.  I also commented on the post. I'll mix it into this post and hopefully you'll read Deb's post and join the conversation. I like the way Deb links social business to deeper societal and even philosophical movements. I think this is one of the reasons Tapscott c.s. wrote the book 'Macrowikinomics' . W.r.t. philosophy she relates social business to Enlightenment 2.0. I was wondering if we can just say it relates to the current philosophy, postmodernism (- there is no absolute truth, everything is fragmented, deconstructionilism, subjectivism instead of objectivism, etc)? Extending that thought, we know philosophies come and go (objectivism is followed by an era of subjectivism, then objectivism, etc). I think we are now learning t...

In a couple of weeks I'll be giving a masterclass with prof. Eddy Vaassen about 'Control and audit implications for social media' . Wow, what a title, eh?! This masterclass is part of a large conference in Holland organized by NBA-VRC for accountants and controllers. The topic of this year's conference is Customer 3.0 . I'm working on the slides for the masterclass. And I'm curious what your expectations are when you read the title of the masterclass. What topics should be addressed? What are control and audit implications, according to you? Do control, audit and social media relate? If so, please explain. Of course we'll share our slides as soon as they're ready. Feedback on those slides is welcome, as always.

A while back Thomas Davenport wrote an interesting McKinsey report 'Rethinking knowledge work: A strategic approach' . It's a thought-provoking piece. It goes against the trend to say knowledge workers should be left alone, they're smart and know what to do. Davenport says we should provide more structure to knowledge work. Providing knowledge workers "well-defined context of tasks and deliverables". It's time for companies to develop a strategy for knowledge work - one that not only provides a clearer view of the types of information that workers need to do their jobs but also recognizes that the application of technology across the organization must vary considerably, according to the task different knowledge workers perform. Davenport clearly also looks at the down-side of the free-access model for knowledge work. Are all knowledge workers really up to their task? Davenport clearly says 'no'. There are different levels of knowledge work tha...

Back to work after a wonderful vacation in the US! Really enjoyed being there. My sister lives there. We went to the Gulf of Mexico with them and stayed there for a week. And we also travelled to Washington D.C. Went to the Museums in D.C. (we had already 'done' the monuments in a previous trip), went hiking in Shenadoah National Park, etc. Now back to work. Worked through my email, feeds and tweets. One post I saved to read was  this interesting post by prof. John Kotter, Hierarchy and Network: Two Structures, One Organization . A must-read for all social media and social business people! Lots of discussion there. I also commented on the post. I wrote: Wow, lots of discussion here. I liked the post as well. I blogged about this topic a couple of times. I agree with some of the comments made stating the hierarchy and business is older than the 19th century. I do think you can say the 19th century made hierarchy the way to go. I think this is one of the reasons social media is...

Some notes from the open space about Enterprise 2.0 and business processes: If you don't impact the business process with Enterprise 2.0 you won't unlock value. If you introduce a new tool, you can't make them use it. Tools should fit in their daily routine. If not, users will easily reject it. There were differences about using force to get people to adopt Enterprise 2.0 tooling. Most said, Don't use force, make it voluntary. But it does depend on the type of e2.0 project. For instance, an example was given about social project management. In this case you agree to do project management in this way. But with communities using (a bit of) force is restrictive. Helping people use e2.0 tools and integrating them in their work processes requires patience and lots of training. Sometimes you even have to start by explaining what a webbrowser is. Focus on the e2.0 concepts not on the tools. Most people understand the concepts better than the tools... Enterprise 2.0 pr...

Some time ago I said: Vacation First . I wanted to share my review of professor Andrew McAfee's book Enterprise 2.0 before I went on vacation. That didn't work out. I wish I could have written this review sooner, because the sooner you read this book the better. I'll tell you why. Andrew McAfee coined the term 'enterprise 2.0' (in 2006) and has been one of the leading thinkers in the space of applying web 2.0 concepts and tools (or 'collaborative media' as McAfee likes to call them) to the workplace. This book summarizes his thinking over the years. Of course he's been blogging and speaking about this topic. So I was wondering if this book would bring me new insights. Well it did. And to me this is why I love books. You know thinking about the topic you're reading about in a book won't stop as soon as the book has been published. But a book does give you a summary of past thinking and concepts for future thinking. And all that in a limited...

I was planning to write two more posts today and this evening, but I decided they can wait. I really wanted to write about two things that I'm really hyped up about: Andrew McAfee's book Enterprise 2.0 . Great read, great book. Really good overview of the Enterprise 2.0 landscape for people that are new to this interesting field and even for the experienced early adopters. I'll share my review in September. Lots of debate has popped up quite recently about Enterprise 2.0 and business processes. I was working on a post, based on all the older and newer posts that I've collected . Great stuff and very deep thinking going on there. But 'vacation first'. I'm heading to Germany, near Trier , and hope to be there with my family. Really looking forward to it! So, blogging and tweeting will be slow! See you later.

Is your organization a process (several operational steps to get things done) or a network (smart knowledge workers connecting to get things done)? Or is it both? As an information architect I'm often confronted with this question. Usually not explicitly, but in a more implicit way. From an information process perspective you hear people talking about structured and unstructured information processes, for instance. I've shared my thinking about this topic in the past and I'm working on a longer post about this subject (to be published soon). I thought I'd start with something different. Three pictures to show the different views on organizations and how they relate. I'd love to hear you thoughts about these pictures. What I see is managers and business process specialists look at organizations in this way: So, the organization is put together as discrete, operational steps moving packets of information (the gray boxes) forward. (Loops back into the organiz...