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Consider the Organisation as if it Were Granular Sand

24 Feb

Being Amended

Earlier group posts concerning performance management have taken a two strand approach. Firstly, some key business methodologies have been evaluated and compared. Secondly, the relationship between information/commentary media have been concerned in terms of meaning, abstraction, scale and complexity. This has been done with the purpose of reconciling the clarity of clear, reference-able breakdowns of organisational challenges and opportunities with the seismic shifts that big data will provide business models, strategies and tactics. In particular, the importance of language and social media to future BIS orientated models of governance, knowledge acquisition and communication will be most deliberated on.

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Concerning Executive Decision Making

It is worth emphasizing that executives in the modern age are usually swamped informatically. They are too limited by their finite time and focus and potentially distracted by seemingly infinite demands (both internally and externally).

Whether actively or passively two key soft levers are used to build individual or macro level resistance points. These are in regards to how value is perceived  (in this example through transaction costs and how policy intersects with semiotics in the form of language

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Transaction costs can be divided into three broad categories:

  • Search and information costs are costs such as those incurred in determining that the required good is available on the market, which has the lowest price, etc.
  • Bargaining costs are the costs required to come to an acceptable agreement with the other party to the transaction, drawing up an appropriate contract and so on. In game theory this is analyzed for instance in the game of chicken. On asset markets and in market microstructure, the transaction cost is some function of the distance between the bid and ask.
  • Policing and enforcement costs are the costs of making sure the other party sticks to the terms of the contract, and taking appropriate action (often through the legal system) if this turns out not to be the case.

Commons, J.R (1931). “Institutional Economics”.
American Economic Review

Organisations have to make tradeoffs between the differing transaction cost categories when it comes to deciding upon, searching for, agreeing upon, implementing, using, maintaining and upgrading information systems.

Communication in Organisations The Heart of Information Systems

Communication in Organisations The Heart of Information Systems
Roland Holten and Christoph Rosenkranz; Sprouts (2008)

Language and Semiotics and Governance

Similar to wider or similarly specialist reform(s), there would exist certain norms (either explicit or otherwise) in the social culture, vision and outcomes. This is a complex interplay between individual, component and aggregate entities. This operates collaboratively, competitively and symbiotically, with pulses, resonance bleeding. As a method of institutional/collective expediency beyond professional clusters people develop and enforce (to varying levels) language codes, norms and understandings. These loose standards can be done to widen communication and also/simultaneously stifle/undermine it.

To understand this better and build on the previous posts [I] [II] on language and media it is best to give a breakdown of key language schema examples:

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Issues

Globe - DNA - D1.1

Public Affairs issue category

public consciousness public attention public support Popular support public rejection public anger pressure cause

Initiatives

Globe - DNA - B1.1

General initiatives category

little help arrangements cross roads comparison situation dangerous game

Events

Globe - DNA - F1.1

General events category

poll tax riots Equality Impact Assessments technetronic era world war

Types

Globe - DNA - E1.1

People types category

couple sociable friendly community protected group poorest members friends vigilante activists

Organisations

Globe - DNA - H1.1

General organisations category

Spartacus group Resolution Foundation ATOS Atos BT BBC Guardian

Individuals

General individuals category

Globe - DNA - G1.2

Christopher Thomond Hooper family Stuart Holden Lord Freud Steve Webb IDS

Product Types

Globe - DNA - C1.1

Finance products category

receipts overheads negative equity non payment arrears

Keywords

Globe - DNA - A1.1

Fear keywords category

No-one poor pity problem gripe astonishing effect

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Reconciling Roland Holten and Christoph Rosenkranz’s model for understanding language ease/barriers and the aforementioned schema one can imagine an organisational structure similar to the activity beteen differing molecules in a space offering multiple/overlapping environments:

Colour Pallette - 1c- first

The model displays an organisation with a communicative executive core, as well as a (slightly?) disjointed outer layer comprised of medium and lower tier employees or external communication. With the ontological schema, it represents a membrane and distance that limits proximity to decisionmaking for individual commmunications/policies coming from outside.

Organization”, understood in this sense, is closely related to the concept of “control”.
Control in big systems is defined as stable communication between sub-systems, meaning a
stable organization. Therefore, control is precisely the stable state of the variety interactions
between the nominated sub-systems

Beer, S. (1965) “The world, the flesh and the metal,” Nature205, pp. 223-231

Colour Pallette - 1c- second

Colour Pallette - 1c- second - b

Naturally, the failure of and organisations facets in regards  processes, artifacts or people can widen (or reduce) “communications power distance” between senior and lower level decisionmaking.

In this example the disharmony stems from Type categories and Keyword categories.

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Reciprocation

When it comes to organisational habits the total distance as well as the outcomes of velocities as communications are improved or hindered in order to encourage strategic alignment. When it becomes too one sided, asymmetrical or overly confrontational between one or different camps reciprocal issues grow This is a sure sign that disharmony and alignment is being forgone increasingly for ulterior motives.

Colour Pallette - 1c- second - mix

Weick (1988) describes the term enactment as representing the notion that when people act they bring structures and events into existence and set them in action. Weick uses this term in the context of ‘sensemaking’ by managers or employees. He also describes how they can enact ‘limitations’ upon the system to avoid issues or experiences. It is also seen as a form of social construction. To date enactment is related to organizations and their environment and strategic management.

In the diagram above, to counter increasing communications gaps from strategic groups to outside communications flows added core competence regions were added to provide ground up solutions and create a mid point using interdisciplinary stakeholders/emphases (notice the three coloured cluster in the top right direction of the image).

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Ball of Confusion

Screenshot from 2013-02-17 21:11:11

For organisations operating on a significant level of complexity or sophistication a wider range of dimensions and components require consideration:

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A system that adjusts its way of behavior relative to changing internal or external conditions is termed self-organizing

Ashby, W. R. (1947) “Principles of the self-organizing dynamic system,” Journal of General Psychology (37) pp. 125-128.
Ashby, W. R. (1962) Principles of the self-organizing system, in H. von Foerster and G. W. J. Zopf (Eds.)
Principles of Self-Organization: Transactions of the University of Illinois Symposium, London, UK: Pergamon Press, pp. 255-278.

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Below is a framework for encouraging eGovernment projects using a large and diverse range of stakeholders. It is particularly helpful in environments where operating in ‘silos’ with different approaches to artifacts, processes and  people exist. Its value is that the breakdown of complex problems into components can allow focus and harmonisation.

M. Wimmer A European perspective towards online one-stop government: the eGOV project (Electronic Commerce Research and Applications ) 2002

M. Wimmer A European perspective towards online one-stop government: the eGOV project (Electronic Commerce Research and Applications ) 2002 University of Linz (2002)

One of the disadvantages of this technique are the more complex abstraction requirements to handle complexity. As part of the tradeoff it may be more difficult to engineer consensus or even understanding for groups (even at an executive level.

Globe - Clolours1.1

To overcome this approaches need to be built in to ensure that individual perspectives and requirements are built into procedures and that this crystallizing is built into a cataloging that not only provides distinction between entities but also empathy.

One useful mechanism to deal with this is to embed a semantic framing of key policy and measurement communications. Sentiment analysis permits dashboards of keyword search for a variety of formats. However, most conventional approaches seem geared towards the tactics then strategies of organisations and how they relate to their/external communities.


An effective system for executive or senior level managerial decisions should be framed around the guiding strategic drivers that motivate direction and change.

Given the sophistication and limitations of human and computing logic as addressed in a previous post it is appropriate to draw from the logic that a single blog post and its responses is capable of generating hundreds of key terms, all which can be delinerated by the semantic schema explained above.

To extract and analyze ten pieces of concern and motivation of individual entities in regards to an organisational problem/opportunity could provide the starting point for articulating:

  • What are the overriding
    • visions
    • priorities,
  • What are the available
    • threats,
    • benefits;
    • limitors;
  • Who the key community stakeholders are
    • internally,
    • externally
  • What competences exist contextually
    • intenally
    • externally

Using human/and or algorithm techniques teams of specialists or lay researchers would be able to generate knowledge and/or communications competences as a scale previously unimaginable without the mixture of Internet community and machine learning sophistications (which is why big data is so important).

Returning to the keyword analysis of a social housing blog (creating a keyword list of around 500 unique terms) using a mixture of techniques involving:

  1. Artifacts Search: Wide keyword category search to identify user profiles,
  2. Process Search: Extract of specific terms (such as “bedroom”) within profiles,
  3. People Search: Extract of relationships/contexts within individual identified media.

Globe - Clolours1.2

Doing this intensely over a short period is not only able to generate homogenous tweets (over 800) from a large user population (over 300) (accounts [I] [II] [III]) but also contextual, filtered [I] [II] or broader information flows (albeit with requirements in these instances for reinterpreting/synthesizing).

Given the complexity and significant time, cost and communications expenses involved in a major information systems project it is appropriate to build in appropriate necessitating of data mining and representation to engineer communications harmonizing or demarcation within/without an organisation.

Having a tight data set using a wider population has its advantages for allowing data drift, as well as timeline style benchmarking of processes, systems and infrastructures to highlight where disharmony ebbs or recedes (either internally, between rival organisations or between industries or technologies). The adaptive potential for using an information community for complementary analysis and engagement.

Returning to the frameworks our group has already analyzed, below is an evaluation of the perspectives focus on a semantic level, graded up to five for relevancy:

Description Department for Trade and Industry Balanced Scorecard Framework Activity Basesd Costing Economic Value Added OBRiM Cresswell’s ROI Process Oriented BSC
Processing Systems 3 3 2 2
Alert Systems 2 2 3 3 1
Inventory Systems 2 2 2 2 2
Management Information Systems 4 3 3 4 3
Decision Support Systems 3 3 3 3
Accounting Management Systems 3 3 4 4
Financial Management Systems 3 3 4 4
Payment Systems 2 2
Expert Systems 2 4 3 3
Databases 3 3 4 4
Human Resource Information Systems 3 4 3 2
Marketing Information Systems 3 2 5
Technology 3 3 2 3
Computer Science 3 3 2 2
Electronics 2 2
P2P 2 2 4 2
Information Technology 4 4 3 3
Internet Technology 3 3 2 2
Internet of Things 2
Software 2
ICT Change 3
Knowledge 4 4 3 3 3 5 5 3
Information 4 4 2 3
Meaning 4 3 3 3
Statistics 3 3 4 4
Data Integrity 3 5 4
Virtualisation 1
Cloud 1 1 1 1
Cloud Technology 1 1 1 1
IT Reliability 3 4 4 3
IT Quality Performance 3 4 4 3
Knowledge Management 3 4 4 4 3
Statistical tools 3 5 3 3
Analysis 4 5 2 2
Sentiment Analysis 5 4 3
Standards 4 4 4 4
Front End 3 2 4 4
Re/engineering 3 3 2 2
Security 3 4 3 3
networks 4 3 4 2
Relationships 3 4 2 3 4 3 1
Clusters 2 4 3 5
Social Businesses 4 3 2 2
Collaborative Working 4 3 4 4 3 4 5 4
Communication 4 4 3 2
Knowledge Share 4 3 4 3
Openness 4 4 3 2
Open Source 3 3 2 3
Internet 2 3 2 1
Globalisation 2 3 2
Mergers 2 3
Asymmetries 4
Innovation 4 4 3 3
Competition 4 4 4 2 4
Competitive Advantage 3 4 4 4
Cost Leadership 4 3 3 2
Quality Leadership 4 3 3 3
Differentiation 3 2 3 4
Cultural Issues 4 4 3 2 5
Strategic Drivers 3 4 2 4
Business Change 4 4 3 2 4
Disruptive Technology 3
New Markets 3 4 4 3 3
New Territories 3 3 3
Fads and Trends 5 5 3 3
Changing Roles 3 3 3 3 1
Macro Economics 3 3 3 2
Micro Economics 4 4 3 2 5 3 2
Risk 3 4 4 2 2 2 5
People 3 2 3 2
Organisation 4 4 3 3 4
Multinational 4 4 4 3 4
SMEs 5 4 4 4 3 2 2
Individuals 3 3 4 4
Business 4 4 4 3
Entrepreneurship 5 3 3 3
Government 4 4 3 3
Society 3 4 3 1
Social Enterprises 4 3 4 3
Professional Types 3 3 4
Executives 4 4 4 2 4
CEO 5 5 4 3
CTOs 4 3 4 3 3 2 1
CIOs 4 4 3 3 5 4 2
Leadership 5 4 3 3 3 2 1
Governance 4 5 4 3
C Level Commitment 4
Orientation / Focus / Vision 4 4 4 3
Value Systems 3 3 4 2 2
Gut Instinct 4 4 3 3 3 4 3 4
Strategy 5 5 4 4 5
Strategic Alignment 5 5 4 4 4
Executive Strategy 4 4 4 3 4
Business Strategy 5 5 4 4 4 3 2 5
IT Strategy 3 3 3 2 4 3 2 4
Strategic Planning 4 5 4 4 3 3 2
Business Development 5 4 3 3 5 3 3 4
Accountability 4 4 4 4 2 4 3
Transparancy 4 5 3
Regulation 4 4 4 3 4 5 2
Consulting 4 5 3 3 3 4 4 3
Business Models 5 4 3 4
Free 5 5 4 4
Business Intelligence 4 4 3 4 2 3 2
Business Plans 5 5 4 4 5 2 3
Organisational Flexibility 4 4 4 4 1 2 1
Outsourcing 2 2 1 1 3 4 3
Mesurement 5 5 5 5 4 4 4
Objectives 4 4 4 3 2 3 3
Concerns 3 4 6 4
Goals 5 5 5 5 4 3 2
Mission Statements 4 3 4 4
Stakeholders 4 3 4 4
B2B 4 4 4 4
B2C 4 4 3 3
Distributers 4
Employees 4 5 2 5
Performance 5 5 5 5
Deployment 4 3 4 3 4
Planning 4 4 4 4 2 2 5 4
Process Management 3 4 3 2 5 4 2
Division Management 4 4 4 4 3 4 5
Length of Time 4 4 3 4
Supply Chain Management 4 4 4 2
Total Quality Management 3 3
Just in Time Processes 3 3 4 5 4 5 3 4
Six Sigma 3
Management 4 4 4 3
Front Line 2
Human Resources 4
Customer Centricity 4 4 3 2
Marketing 4 3 4 3
Sales 2 3 3 4
Distribution 3 3 3 3 4 2 5
Financing 4 4 4 4
Accounting 2 2 3 4
Legal 2 1 1 1
Information Technology 4 3 3 4 5
Bring Your Own Device 1
Investment 3 2 2 4
Venture Capital 4 2 3 2
Capital Projects 4 3 3 4 3 2 5 4
Costs 3 4 3 2
Costing 2 2 4 4
Expenditure 4 3 2 3
IT expenditure 3 4 3 3
Revenues 2 4 3 4
Services 4 3 4 3
Service Provision 3 3 4 4
Products 2 2 2 1
Observation 3 3 3 2
Methology 5 5 5 5
Administration 1 1 1 1 2 4 3
Efficiency 3 2 4 5 5 3 2 4
Operational Efficiency 5 4 3 4
Decision Making 3 4 3 2
Evaluation 2 3 4 4
Informal Evaluation 2 5 3 3
Metrics 4 4 4 4 4
Benchmarks 4 4 3 2
Quality 3 3 2 3 5 3 3
Service 4 4 4 4 3 4 2 5
Flexibility 2 5 3 5
Scorecard 5 5 4 4 3 5 3 5
Key Performance Indicators 5 5 5 5 5 5 4
Measurement 5 3 3 3 4 4 4
Financial Measurement 5 4 4 4
Multi Criteria Measurement 4 4 4 4
Ratio Measurement 4 4 4 4
Portfolio Measurement 3 4 4 4
Net Present Value 4 5
Internal Rate of Return 4 5 4 5 4
Economic Value Added 4 4 3 5 3 4 4
Return on Investment 4 4 2 4 2 5 3
Payback Analysis 1 2 3
Game Theory or Role Playing 4 4 5 2
Simulation 4 3 4
Quantification 2 2 4 3 4
Qualification 2 3 4 3 3 2 4
Intangibles 4 4 4 3 5
Tangibles 4 4 4 4 4
Outcomes 4 4 4 4
Communication 4 4 4 4
Messages 1
Social Media 1
Online Communities 1
Military 3
Mining Industry 3
Healthcare Industry 4
Pharmaceutical Industry 4
Travel Industry 4
Finance Industry 4
Banking Industry 4
Computing Electronics Industry 3 2 3 2
Consumer Electronics 4 2 3 2
Technology Industry 4 3 4 3
IT Industry 4 4 4 2
Internet Industry 3 3 3 3
Internet Search Engines 4 3 3 3
Internet Forums 3 4 3 2

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The weightings from the combined methodology could be built to provide rank and contextual parameters based around the motivations of the stakeholders providing material (and therefore weighting depending on submissions and feedback.

Social Business Introducing Social Anarchy

30 Nov

As a concluding comment we want to highlight some obvious legal dilemma introduced by social business. It is obvious that there are new realms introduced by social business some of which are surprisingly posing curious questions. Every legal system operate within its  national boundary called jurisdiction and the laws govern the people in their conduct within the confines of this boundary. Contrary to this, social business is so pervasive and cuts across national boundaries and all manner of communication takes place across the various continents in a very easy fashion. Quite often people forget that they are dealing with others far away and the national laws may not provide an easy remedy, considering the differences which exist in the jurisdiction and in law. It is common these days to hear cases of coercion, harassment, bullying, incitement, abuse and insulting behaviour. These offences are interpreted differently in various countries and the laws do not exist universally to address these cases. However social media issues are essentially not restricted in terms of geographical location. The question arises then, “how would individuals or organizations pursue their legal concerns in relation to the social media cases”? This is a question confronting legal practitioners, businesses and individuals some of who do not know the true identities and location of the people they chat or communicate with on the social media.

There is a call for changes in both national and international legislation to address this gap in law. At present some individuals are seeking justice for the wrongful use of the media if they can apprehend the culprits. Also justice may be possible if they live within the same or related jurisdiction. Howeverv many crimes have gone unmentioned because the other party is out of reach or impossible to prosecute because of legal or geographic barriers. This is a great concern to social business and difficulty for the legal institutions including such bodies as the international police and the international court of justice.

How do you bring legal actions against individuals outside your legal jurisdiction. I think the global nature of social business and its implications may have to be dealt with outside the current limited snail speed legal jurisdictions of the courts. There are coplaints of sorts on the web, unattended cases and untraceable internet transactions are found on the internet. Unfortunately sometimes the suspect may be very far away on the other side of the diameter of the Earth, maybe 12756.2 kilometres away. This concern is growing and calls for justice wherever and whenever it is needed.  >> IROKOO

How Organizations adopt Social Business and the impact on Business

30 Nov

How Organizations adopt Social Business and the impact on Business

Our previous discussion illustrated that various methods exist for organizations in the adoption of social business. The adoption process which involves a social transformation from ‘business as it use to be’ to a new and complex social identity is a stormy decision for firms, they have to swim through or sink in its turmoil. This blog will round off the organizational adoption topic and conclude on the impact on business.

The motivation for an organization’s adoption of social business is born out of the stakeholders interests for value creation, including the business “growing and going” concern. The decision for social adoption is mainly strategic and involves the assessment and analysis of the business opportunities and challenges. The adoption process begins with the management function of planning during which the organization begins to identify the present position of the firm (where the firm is), and the future where the firm wants to go. The strategic choice determines the process “how” the Organization intends to achieve its plan. This adoption process is “people and technology” driven and determines the people “who” the organization wants to socially include and the media they intend to utilize.

The socialization strategy can be viewed in the context of the application of the “Management Functions” (Henri Fayol, 925). In the process the management integrates the “Social Media Attributes” with the “Business Functions” in order to realize a “Social Business”. The socialization process will therefore involve the organizational activities of Planning, Organizing, Staffing, Controlling, Directing and Evaluating in order to Integrate the Business Functions with the Social Media Attributes. Before going further in this direction let us review some steps in the adoption process and subsequently share some information available in the public domain to explain the social business adoption trends.

The 10 easy steps to social business

The “10 easy steps to becoming a social business” was posted on “Author’s blog” by Alan Hamilton (http://socialmediaclub.org/blogs/social-media-journal/becoming-social-business-10-easy-steps 2012). According to Alan this method is derived from IBM Alliance Conference in Boston, USA. It was presented by Sandy Carter (http://socialmediaclub.org/blogs/social-media-journal/becoming-social-business-10-easy-steps 2012)

Alan Hamilton’s interpretation expressed that organizations can achieve success in implementing enterprise social network (such as IBM connections) by adhering to some easy steps. According to Alan, successful Enterprise social network is achieved by;

*      Enhancing communication and collaboration in the company and embedding social technique in the business process.

*      Customizing social business experience in the organization by following a defined approach and standards.

*      Establishing a governing social policy, setting rules and guidelines.

*      Hiring Social Community Managers and establishing social job roles.

*      The approach should involve the interest and participation of the senior management team.

*      The enthusiasm of fluent and dominant participants should be utilized for social evangelism and advocacy.

*      Utilize materials such as videos and reports to communicate the social plan.

*      Provide mobile access through mobile phones and web browsers in order to engage and motivate.

*      The leader’s participation should involve mentoring.  One to one training for the leading senior members should provide excellent career opportunity for interested juniors to follow.

*      Use onboard analytic tools such as dashboard to demonstrate growth and success of the social process.

The above steps contain the concept of the management functions embedded in the keywords. However let us look at another formulation in the adoption of social business.

The 7 steps to social adoption

The steps below were derived from Richard Hughes (Director of product strategy at BroadVision, http://realbusiness.co.uk/advice_and_guides/seven-steps-to-social-business-success, 2012.

His steps are descriptions of some relevant phases in the adoption of social business.

These include to:

*      Formulate a social business team to follow a clear management decision and directive.

*      Form a committee to follow a planned strategy involving stake holder’s interest with defined guidelines..

*      Identify and establish relevant communities.

*      Provide examples of how networks can be harnessed

*      Encourage participation and provide insights into the objectives.

*      Drive adoption by utilizing compensation initiatives

*      Evaluate success by measuring usage and deploy key performance indicators.

*      Encourage continual improvement using metrics

These 2 sets of steps contain interrelated processes with some variations probably accounting for the differences in the organizational structure and strategy. However the key terms are based on the management functions which are composed of planning, organizing, staffing, controlling, directing and evaluating. These functions are the bedrock of the management in the adoption of the social media functions. The above factors which are contained for example in Alan Hamilton’s 10 easy steps

or in Richard Hughes 7 steps are essentially derived from the various management  functions which interact and integrate the business with social media attributes.

The adoption process follows a deliberate and managerial effort aimed to achieve some desired goal. Organizations are adopting social business purposefully for the some perceived benefits which we previously discussed.

Let us also refer to other type of reports and information regarding social business adoption and why organizations embrace social media.

Fig 1.0 below is a Social Media Framework by Beth Kanter taken from a website (http://beth.typepad.com/beths_blog/2009/04/convergence-of-change-management-and-social-media.html). This framework identified some motivation for social adoption in 5 groups shown in colours.  Different reasons are associated to various groups for embracing social media according to the table. However these factors or reasons are similar to the steps outlined in the adoption process above. This makes this framework relevant to support our illustration for the various steps of the social business adoption which contain similar factors derived from the management functions.

pic1

Fig 1.0 Why people in organizations embrace social media (http://beth.typepad.com/beths_blog/2009/04/convergence-of-change-management-and-social-media.html)

The above figure indicate successful social adoption process and experience with most people in the organizations showing interest if the management process of goal setting and motivation is followed. The adoption strategy is seen as “people and technology” driven while the organizations follow the trends.

The graph below (fig 2.0) gives further information about the rise in the use of social media by organizations.

In Fig 2.0 compares the world wide search volume on Google for “New Media”, “Web 2.0”, and “Social Media”.  The information in this graph is relevant because of the gradual and steady rise in the use of social media (indicated by the orange yellow graph)

pic2

Fig 2.0 Steady Rise in the use of social Media (http://socialfresh.com/social-media-is-the-3rd-era-of-the-web/ , 2012)


pic3

Fig 3.0 Extended graph suggests a further rise in adoption (http://socialfresh.com/social-media-is-the-3rd-era-of-the-web/ , 2012)

 According to socialtimes.com, fig 3.0 shows thatthere’s reason to believe the social media era will last longer and have a higher peak”. Also what all of this means to business is that social business will drive innovation for the future as shown in the extrapolated graph. Although social business has drawbacks in terms implementation, management and use, however it is obviously an engine of business innovation which incorporates Adaptability, Empowerment, Agility, Smart Connectivity, Openness, and Active intelligence for value creation.

Nobody Will Notice The Slow Death of Dissemination, They Will Be Too Busy Listening

29 Nov

Organisations no longer need to focus on disseminating information, it is too shallow a primary goal. Either at public private or discrete operative contexts, social enterprises are more comfortable operating as curators. They are experts at providing the contexts, stimulus and governance to bring out the best of their key stakeholders, whether internally or externally. Employees, suppliers, distributors, customers are no longer groups to be coerced and manipulated. They are groups to be listened to, influenced by and directed by. Old top down and chamber orientated techniques which advanced individual and collective self orientations will increasingly be outmanoeuvred by new and re-plasticised businesses who know how to respond and reciprocate through sharing and constructive dialogues.

Considerable amounts of information is getting lost all the time or its dissapating as a result of ever deacreasing attention cycles. Often the strains placed on people researching and writing pieces combined with other onerous tasks can result in the acquired knowledge being underexposed. For instance, articles may not be uploaded onto the Internet after having been forwarded onto publication editors. Reports may be delayed and only done in infrequent batches. Other organisations with a mutual interest in the results may not be even informed at all. Without already receiving public attention organisations are merely dropping research and information will be unproductive. Modern information and communications bombardment and white noise result in less and less of the population accessing information without proactive effort or specialist interest. Even basic two way approaches will begin to look dated compared to more collaborative infrastructure and community frameworks as attention clusters around dynamic automation and choruses of support and:or criticism.

One key aspect which increasingly is becoming a key distinction for value creation is whether communal and communications clusters operate within highly narrow and specialised ‘silos’ or whether they strive to either in aggregate or through representatives work pro actively with other communities. There is nothing wrong with groups working, thinking and advancing within a very narrow band. Through the Internet and our global age the advantage of the long tail in terms of distribution of ideas and commerce rewards this behaviour and even makes it economically viable. However, from an business perspective the motivating factor is to motivate expansive, competitive and sustainable organisational change. Without integrating the specialist information and knowledge in an integrated manner with other stakeholder groups and chambers there is a significant loss.

To create a successful vision and productive strategies it is important to involve all stakeholders and ensure that all leaders are participating in the decision making process. Hopefully there is a committment to cooperating and relaying decisions to all appropriate areas of their organisation. Regular meetings between policymakers help to acknowledge and deal with any strains created as a result of difficult reforms and identify and widen openings for positive and consensual improvements. Practically, project websites, where project can be shared and ideas explored in a supportiive is highly recommended to aid decision making and focus on key strategic cores and public relations activity.

A classic historical example of the value of connecting disarate groups and ideas is the legacy of Desiderius Erasmus, author of In Praise of Folly. One of the great stabilising forces in Europe during the 15th and 16th Century, he helped carry Europe intellectually of the dark ages and provided enough oxygen not only for the Renaissance but for the carrying and synthesis of post Roman ideas and explorations (which is why Europe’s scheme for EU students learning abroad is an aptly named initiative) and the re-acceptance of stigmatised and forgotten classical texts. Through serving as an interlocutor, he channelled ideas from academics and key figures to the time, meshing disperse geographical and scholastic ideas into a discussion which not only fed into how Reformation and Counter Reformqtion developed in Europe but also the context with which these warring ideas could interact and reach dialogue once the embers of conflict within Europe died down.

Returning to contemporary business requirements, organisations need to have an understanding regarding how their value to other groups functions not only on a profit level but in an age powered by informatics on a communications level. Doing this effectively necessitates identifying relative values and returns of both internal and external forums, mediators, champions and detractors. Executives who suggest social entrepreneurship status but who are unable to do so are likely to be misaligning the business models or strategies through poor goals or benchmarking. Otherwise they are misrepresenting themselves.

It is highly important that the risks of any project to introduce and improve social entrepreneurship are laid out in advance so that they can be effectively addressed should the project run into difficulties. A framework for assessment should be used to evaluate the efficiency of any work. This can include qualitative as well as quantitative results. As mentioned, in a previous post covering technology, invention and competition, it is common for organisations to engage in lateral assaults on rival’s business revenue streams using aggressive (or even zero-cost) pricing schemes. It is conceivable for business models to support similar competitive advantages concerning dialogues and even open innovation approaches to undermine competition and enlarge the outer core sphere of an organisations competencies, to cross subsidise core strategic areas.

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More than just eCoal, eSteam and ePower: The Modernizing Dynamics of Change also includes:

  1. Introduction
  2. Economic requirements: Catalyst for Invention, Innovation and Progress
  3. Not Just Invention: Change Through The Desire to Innovate, Re-imagine and Expand
  4. New Tools, New Patterns, New Thoughts: the Great Dialogue

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Other sections of Dialogue, Governance and Reform in the Web 2.0 Age series includes:

  • Nobody Will Notice The Slow Death of Dissmeination, They Will Be Too Busy Listening
  • The frictions of competition and cooperation to strategic thinking;
  • The Hot and Cold Wars: Relationships and conflicts between big and small, propriety and open source.

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Other blog posts in the Order From Chaos miniseries include:

  1. Order From Chaos: Performance Management and Social Media Analytics in the Age of Big Data;
  2. Abstraction, Perspective and Complexity: Social Media’s Canon of Proportions;
  3. Logic, Computation and (f*(k?) Meming: On2logi+k,ing;
  4. Transposition, Catalysts and Synthesis: Playing with iMacwells eDemon.

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If you have any suggestions, relevant links or questions to add flavour to this series then please join the dialogue below or contact me via Twitter:

 

Video

Using Social Media to save your business/company

29 Nov

The guy in the youtube video uses perfect examples to persuade a potential client as to why he should use social media in his business. Its not just the fact that he was easily persuaded by him with the example he uses, its the picture the extremely powerful effect of social media paints for the potential client.

If you click on the link below you will read from an article where there was last gasp effort to save a football club from going into liquidation with the help of social media. A fantastic success story using social media platforms  allowing the football club to live on otherwise it probably would not operating today which would have also resulted in many social implications for the surrounding area.

http://www.dailypost.co.uk/news/north-wales-news/2012/11/28/social-media-and-how-it-saved-wrexham-fc-55578-32319376/

Wrexham til I die! lol

New Tools, New Patterns, New Thoughts: the Great Dialogue

28 Nov

Part 4 of More than just eCoal, eSteam and ePower: The Modernizing Dynamics of Change

The growth of the Internet has allowed individuals and businesses easy access to vast amounts of data and information. In an age where customers and suppliers have a more accurate understanding of their purchasing and vending values a business model needs to yield value propositions that are compelling to customers, achieves advantageous cost and risk structures and enables significant value.

Production, enterprise, consumption and economic growth operates in virtuous loops, with each socio-technological cycle advancing this trend. Understanding why social business is important today requires understanding the tools and their functions. However, it is nothing without new and improved ideas, value sets and priorities to govern more efficient and effective organisational behaviour.

Similar to how technology and tools often emerge where economic need or opportunity is greatest, there is often a complimenting widening and expansion of the possibilities and applications regarding how societies and organisations conduct themselves. This is reinforced by the clustering nature of human nature, with areas experiencing technological and process advancements, golden ages even. Especially if wider discourse provides intellectual scale. Examining the greats of political economy this correlation becomes clearer.

Returning to the Industrial Age, The Scottish Enlightenment of the 18th Century provided an outpouring of intellectual and scientific accomplishments. Building on the nascent ideas of utilitarianism sparked by Thomas Hobbes mechanistic view of human beings and passions, in 1776 Adam Smith published The Wealth of Nations, crystallizing how the industrial revolution would irrevocably transform processes and actions. Such was the shift in thought, Smith was describing emerging functions prior to terms like economics or capitalism being in use, where the term corporation carried a regulating terminology and significantly whilst Europe was still dominated by feudalism. Although this impact clusters, two key Smith quotes highlight accelerating socio-technological dynamics, which still dominate executives’ thoughts regarding business models and strategy:

  • The greatest improvement in the productive powers of labour, and the greatest part of skill, dexterity, and judgment with which it is any where directed, or applied, seem to have been the effects of the division of labour.”1
  • The establishment of any new manufacture, of any new branch of commerce, or any new practice in agriculture, is always a speculation, from which the projector promises himself extraordinary profits. These profits sometimes are very great, and sometimes, more frequently, perhaps, they are quite otherwise; but in general they bear no regular proportion to those of other older trades in the neighbourhood. If the project succeeds, they are commonly at first very high. When the trade or practice becomes thoroughly established and well known, the competition reduces them to the level of other trades.”2

Just like technology and process splintering into numerous strategies, 20th century analysis has evolved to become more specialised, both towards business, department and workflow areas. Porter argued that profitability in any industry is determined by five forces, including competition among existing players, the threat of new entrants, the power of supplier, the power of customers and the availability of substitute products. A company’s success was not determined by quality, innovation or products but by the logic of its strategy. At the same time organisations are faced with a groundswell of new improvements that raise not only their capacities but also rivals given the reducing time distance between a new innovation being used by earlier adopters and more successful/favoured tools becoming commonplace.Considering Smith’s second quote, it intriguing considering whether Nicholas Carr was blind to this quote when he penned his infamous essay Does IT Matter3, which proposed the decline of competitive advantage that IT provides organisations.

In terms of what is taking place with the massive explosion in volume and interconnectivity of desktop, laptop and mobile communications, organisations are unable to escape these economic laws. Just as the economic moved away as a norm from artisan modes of production and more generalist statuses of professionals to deal with local restrictions of their creation and distribution of activity, we should similarly expect a greater distinction between those who are generalists (who will be in decline as communications volumes increase in scale) and a growing body of actors performing specialised functions (to reflect the productive gains that understanding a craft, complementing it with at hand specialist tools and with a localised understanding of value networks).

For Brad Power, managers must speed the flow of information so that decisions can be made faster at all levels, from top to bottom:

For example, the executive team of Think Finance, a developer of financial products and one of the nation’s fastest-growing private companies, gets together every day to review performance. CEO Ken Rees wrote to me that, “in an environment that’s changing as quickly as ours, there are so many things to be worried about. The daily huddles and daily executive team review of the dashboards help us make sure we are raising and resolving any issues quickly while giving me comfort that everything is going smoothly and that I don’t need to intervene. There are a host of other things that we do with the goal of breaking down hierarchy and improving communication (both up and down) to start to get people used to constant change as a standard practice rather than an upsetting occurrence.”

This would appear to highlight a significant internal organisation social trend that middle managers may be an area of reduced ROI in workplaces in the future. It will be curious to see how such a trend creates differing impacts on already hierarchical and egalitarian framed organisations.

For department roles, aspects that were a source of effort will be replaced by automation. For example, analytics will remove a lot of guesswork and more strategy in marketing. By rewarding curiosity, building confidence, and ensuring accountability, analytics encourages innovation and makes a marketing program more creative and powerful.

If you consider these two traits in terms of the mass volumes, either within countries or between them for both physical and digital goods it increases the risk of failure for organisations irrespective of static successes for business models and/or strategies. Globalisation as a process for creating common worldwide and free market trading conditions represents one of the key features of modern enterprises. New global trading opportunities help drive surges in business model innovation. Today traditional balances between customers and suppliers have altered, following new informational, physical, digital, communal and psychological patterns and lower cost provision of information and customer solutions. Correspondingly business models have recalibrated significantly, with strategy taking new forms to deal with more complex parameters.

A fundamental aspect of these technologies is that it is no longer just the direct stakeholders who have access to significant amounts of data and knowledge, social technologies a democratising. For example, not only did the Democratic and Republican parties invest time and resources in pulling together and analysis data, anybody could with free tools. For businesses, irrespective of motivation, reason or logic certain individuals and groups may very conceivably know more about core or critical aspects of the organisation than its front line staff, managers or executives. For industries where customer relations are important or where feedback could become important there increasingly need to be policies put in place to cover not only specific affairs but provide rules of thumb for unknowns. Potentially worse, the accessibility of technology and app development means that even hobbyists can reverse engineer your processes to provide tools that may undermine your competitive advantage, turning a lost opportunity into a threat. Perhaps this i why Gartner are expecting the biggest Big Data investments to be social network analysis and content analytics, with 45% of new spending each year.

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1An Inquiry into the Nature and Causes of the Wealth of Nations, Adam Smith, 1776, Book I, Chapter I, pg.7

2An Inquiry into the Nature and Causes of the Wealth of Nations, Adam Smith, 1776, Book I, Chapter X, Part I, pg.136

3IT Doesn’t Matter – Nicholas Carr – Harvard Business School – 2003

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More than just eCoal, eSteam and ePower: The Modernizing Dynamics of Change also includes:

  1. Introduction
  2. Economic requirements: Catalyst for Invention, Innovation and Progress
  3. Not Just Invention: Change Through The Desire to Innovate, Re-imagine and Expand
  4. New Tools, New Patterns, New Thoughts: the Great Dialogue

————–

Other sections of Dialogue, Governance and Reform in the Web 2.0 Age series includes:

————————–

Other blog posts in the Order From Chaos miniseries include:

  1. Order From Chaos: Performance Management and Social Media Analytics in the Age of Big Data;
  2. Abstraction, Perspective and Complexity: Social Media’s Canon of Proportions;
  3. Logic, Computation and (f*(k?) Meming: On2logi+k,ing;
  4. Transposition, Catalysts and Synthesis: Playing with iMacwells eDemon.

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If you have any suggestions, relevant links or questions to add flavour to this series then please join the dialogue below or contact me via Twitter:

Not Just Invention: Change Through the Desire to Innovate, Reimagine and Expand

28 Nov

Part 3 of More than just eCoal, eSteam and ePower: The Modernizing Dynamics of Change

Scaling and Building

Innovators’ value should never be underestimated, given their application of new tools and concepts often for fantastic ends. To understand today’s informatics capacities better it is best to focus on the contribution of architects and engineers to the world around us. For instance, recognising the contribution of columns and then later arches to engineering and architecture is huge. Its difficult to imagine today the benefits load bearing properties have provided civilizations, from the most humble of bridges and houses to the awe inspiring cathedrals, temples and aqueducts each age’s antiquities highlight the values, utilities and design of this benefit.

The Industrial Age is no different. The geologic properties of materials and the newly available compounds such as steel were waiting for great minds such as Isambard Kingdom Brunel to awaken the potential of new scales of engineering, demonstrated in projects originally laughed down as unsound follies. Fortunately the zeal of Victorian enterprise was able to ignore naysayers, particularly as the reward from new transport arteries was too significant. The great scales of the technology created modern forums, including the rail terminal, St Pancras (then the largest single spanning roof in the world) and Crystal Palace, the site of the Great Exhibition. Today, London Bridge’s rail terminal contains a significant and inspiring modernist work, The Shard. With its advanced use of steel and glass properties, it reminds us not only of the recurring importance of proximity of structures to human flows and the inheritances of older material advances but also more expansive applications made possible through the extension of scientific and artistic understanding.


Thinking in terms of information opportunities, much has been said in regards to big data. Whilst betraying the ecosystem of opportunities it provides business through overly simplified terminology, it does provide the construct for presenting the values of volume, velocity and volatility. Gartner’s Doug Laney coined the term Infonomics to describe the concept of data as a formal business asset. Knowing that data has value that may not be apparent, there’s a new emphasis on saving what you have on the chance that it will reveal a meaningful pattern later or will be valuable to a partner or ‘data customer’. In terms of social opportunities this data not only needs to be collected, it needs to be increasingly embedded into business model and strategic thinking.

Mobile technology stands to change the nature of sentiment analysis through the ability to request and receive feedback from exactly where and when a thought is occurring. Like with other social concepts, mobile significantly ups the ante for volume of information, location and time. Mobile gives an organization the chance to intervene while the customer is still unhappy and even still in the store or website.

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Capabilities, Capacity and Competition

 

Considering competition covering of scale and accuracy involving new operating tools, Germany’s unification involving new weaponry and logistics is a useful casestudy. Despite having Europe’s largest land army Austria lost its dominance in the region. Prussia ascended, through matching invention in weaponry (a breech-loaded bolt-action rifle1 that fired at six times the rate) and innovation (as first user of rail transport for European wars) with modern reforms. Koniggratz was devastating2. The Austrians lost 45,000 men, compared to Prussia losing less than 10,000.

Naturally such precedent caused a scramble in research by other nations to emulate this advantage (following lags). In 1866 France adopted their3 bolt-action rifle and trialled it in 1870’s Franco-Prussian War. The battlefield proved the necessity of this weapon class with new models of behaviour (including regiment density and positioning). Observing nations were present. The threat of the opposing sophistication would have necessitated the change in practices, lest the sophistication prove too devastating.

Relating this to business models where rivals are technologically matched, it is not only up to entrepreneurs to identify what component in the business model they have or can create for a competitive business plan. However, given the threat of competing business models where drivers as similar to the rifle situation above it is sensible to also reverse engineer potential weakpoints (or as an alternative consider outsourcing). When it comes to relating change to the objectives and requirements of an organisation, it is not only imperative to build internal models able to maximise opportunities but also enough flexibility to recognise the ability and hunger for rivals to ape what makes your organisation successful. Doing so is especially important in most industries, given technological developments and globalisation have catalysed increasingly short timescales between an invention or innovation being adopted by a first mover and its mainstreaming.

Considering the methods organisations deploy for business models to undermine competitors revenue streams as a form of attrition, it is curious how often it is not only about matching like for like but also trying to isolate rival business models strengths and weaknesses. Reverse engineering key aspects or macros of a business model or working under the conventions of price and quality competition is key. However, it goes further than that, particularly today. It is common for organisations to engage in lateral assaults on rivals’ business revenue streams using aggressive (or even zero cost) pricing schemes to direct customers towards their core business models. For example, the free distribution of iTunes software and low downloads prices at its store (relative to rivals) was a model to encourage uptake of its iPods and subsequently the iPad. In effect it fed financial gains from music production towards a different media type.

Looking at the computational capacities that will be used to power future workplaces, war is already escalating:

Big Data is on every CIO’s mind this quarter, and for good reason. Companies will have spent $4.3 billion on Big Data technologies by the end of 2012.

But here’s where it gets interesting. Those initial investments will in turn trigger a domino effect of upgrades and new initiatives that are valued at $34 billion for 2013, per Gartner. Over a 5 year period, spend is estimated at $232 billion.

The fact that that article was about the opportunity of open source technologies make the proposition all the more intriguing regarding the growing scale of free or lower cost but still useful tools for improving the functioning of an organisation. Industries will be obliged to create in order to maintain competitive advantage and maximise their profit base.

The recent election was a classic case study regarding the importance of data and modern processing and knowledge tools to provide strategic advantage. This extract gives a key parrallel to Konniggratz regarding the relationship between using front line activists and functional tools to increase rate and precision of activities:

The Big Data-based approach, Alterx adds, “allows a campaign to micro-target its efforts for activities on the ground (e.g., where to send canvassers, where to locate signage, even the selection of a school or community center for a candidate visit) to find the actionable areas where the race is likely to 48 to 50.”

By pooling responses over the last several days of a tracking poll (such as Gallup’s and Rasmussen Reports’) there would be a large enough, constantly updated sample, to allow for nearly live local level updates.

“Short-term bumps are spread around, and the basic closeness of a race in a small area isn’t likely to change much with a two to four point bounce in the national polls (A 48 to 50 local race is as close as a 50 to 48 race, even though this change represents a 4 point shift).

This gives a clear example relating to how information systems and social interaction is becoming intertwined, as well as how important it is becoming for executives to maintain an understanding of the capacities and capabilities of competitors.

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1Johann Nikolaus von Dreyse’s breech-loaded bolt-action rifle enabled this switch. It combined a technique previously only used centuries for some early canon models. Modern craft based manufacturing techniques helped. Beyond its brilliance it optimised consistency and cost of production. Long firing pin and sliding bolt functionality meant that Prussian infantry was able to fire six times as many rounds as their Austrian counterparts.

2Machine Guns: An Illustrated History of Their Impact – James H Willbanks – ABC Clio Inc – 2004

3Invented by Antoine Alphonse Chassepot

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More than just eCoal, eSteam and ePower: The Modernizing Dynamics of Change also includes:

  1. Introduction
  2. Economic requirements: Catalyst for Invention, Innovation and Progress
  3. Not Just Invention: Change Through The Desire to Innovate, Reimagine and Expand
  4. New Tools, New Patterns, New Thoughts: the Great Dialogue

—————————–

Other sections of Dialogue, Governance and Reform in the Web 2.0 Age series include:

————————–

Other blog posts in the Order From Chaos miniseries include:

  1. Order From Chaos: Performance Management and Social Media Analytics in the Age of Big Data;
  2. Abstraction, Perspective and Complexity: Social Media’s Canon of Proportions;
  3. Logic, Computation and (f*(k?) Meming: On2logi+k,ing;
  4. Transposition, Catalysts and Synthesis: Playing with iMacwells eDemon.

————————–

Other blog posts in the Order From Chaos miniseries include:

  1. Order From Chaos: Performance Management and Social Media Analytics in the Age of Big Data;
  2. Abstraction, Perspective and Complexity: Social Media’s Canon of Proportions;
  3. Logic, Computation and (f*(k?) Meming: On2logi+k,ing;
  4. Transposition, Catalysts and Synthesis: Playing with iMacwells eDemon.

—————————

If you have any suggestions, relevant links or questions to add flavour to this series then please join the dialogue below or contact me via Twitter:

More than just eCoal, eSteam and ePower: The Modernizing Dynamics of Change

28 Nov

Part 1 of More than just eCoal, eSteam and ePower: The Modernizing Dynamics of Change

There have been significant economic and societal gains as a result of the symbiotic improvements to the capabilities of technological and computational development and how individuals and groups harness this raw potential. Unimaginable outcomes and possibilities, previously out of the reach of even elites and nation states have today become readily available and even ordinary. We should not only celebrate this, we should learn from the inventive, innovative and social drivers that powered this change.

In order to convey the scale of social transformations that these refined and newer tools provide I felt it appropriate to draw parallel with the Industrial Age and reinforce how our pushing against the boundaries of possibility today is not without precedent. It also helps shine light regarding how leaders should be thinking of the future and how to relate businesses and organisations to change.

Three clarifications help explain technology’s contribution to business model and strategic challenges:

  • At some point even the most basic of tools and infrastructures had to be conceived, formed and manipulated, reconfigured and re-engineered;
  • Invention and innovation is usually determined through need or to satisfy a specific outcome. However, history highlights that serendipity or un/expected re/discovered models and applications of tools can provide the most significant breakthroughs. Either evolutionary or revolutionary, great jumps can come from the most written off and neglected cul-de-sacs of human (and today, computational) enquiry.
  • Whether ancient or modern, man’s great inheritances have been received and expand upon tend to be under appreciated. Similarly, the great leaps forward in our age usually lose cache through the triumph of familiarity and pervasiveness.

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Serving as part of the Dialogue, Governance and Reform in the Web 2.0 Age series, supplementary posts will include:

  1. Introduction
  2. Economic requirements: Catalyst for Invention, Innovation and Progress;
  3. Not Just Invention: Change Through The Desire to Innovate, Reimagine and Expand;
  4. New Tools, New Patterns, New Thoughts: the Great Dialogue;
  5. Nobody Will Notice The Slow Death of Dissmeination, They Will Be Too Busy Listening;
  6. The frictions of competition and cooperation to strategic thinking;
  7. The Hot and Cold Wars: Relationships and conflicts between big and small, propriety and open source.

————————–

Other blog posts in the Order From Chaos miniseries include:

  1. Order From Chaos: Performance Management and Social Media Analytics in the Age of Big Data;
  2. Abstraction, Perspective and Complexity: Social Media’s Canon of Proportions;
  3. Logic, Computation and (f*(k?) Meming: On2logi+k,ing;
  4. Transposition, Catalysts and Synthesis: Playing with iMacwells eDemon.

 

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If you have any suggestions, relevant links or questions to add flavour to this series then please join the dialogue below or contact me via Twitter:

 

3 Steps to an Effective Social Media Strategy in Business

27 Nov

 

 

 

Social Media Strategy

Social Media Strategy

Step 1: Assessment

Look at where you are and where you want to go and what the triumphs will be along the way? Determine what your audience needs and wants are. Places they are spending online. Use Google Docs to survey your customers. When you know your audience you can create content that correlates to them almost right away. Engagement can be increased if you act as one of the people that your audience can relate to. Show Empathy and be the go to channel in your area of expertise.

Step 2: Implementation

Looking at the day to day tasks that you and the team you have behind you are responsible for. Not that you have a system in place, create a content calendar. The more information the better as this will allow you to measure how effective it is. Who will create the theme of your content? Sharing will be done when and where? How will you deliver the content? Creating content versus the 3rd party, how often will this be done?

Step 3: Monitor, Measure and Get Momentum

2 Months into the brand new strategy evaluate the progress so far. Organising a meeting 2 or 3 months from the start date will allow you to see results and identify weak spots. It is important that the team members bring data to the meeting and are willing to discuss this data. Fresh brainstorming at this stage is essential also. If you are seeing results, this gives you momentum. Add more strategies to it to and run with the already showing momentum. Further steps that should be taken are facebook ad’s, a promotion via content communities such as facebook and twitter or live Q&A sessions via these tools.

http://www.socialmediaexaminer.com/

Dialogue, Governance and Reform in the Web 2.0 Age: The Art of Noise

26 Nov

For years Internet communications has been settling down, with the social potential of the format becoming increasingly visible. This ecosystem has reached this point for a variety of factors:

  • Individual and combined innovations in computing and software;

  • The increasing utility of IT based informatics across process chains;

  • The widening understanding and application of differing professional and societal groups and classes.

Whilst this is worth celebrating this in terms of monkiers such as Web 2.0, we should not be blind to the fact that this is merely a shorthand recognising the growing sophistication and synthesis of digital communications meeting the mainstreaming of a wide variety of tools and processes. The danger of Web 2.0 is that for too many groups it becomes a socio technological destination rather than merely a milestone directing individual, organisational and societal behaviours onwards towards increasingly advanced and more productive solutions.

To extend ourselves beyond where we are now it is important to remember that it is not solely about individual inventions or innovations, rather their utility and how human processes and habits change to cement true and visible development. In terms of a business, merely reinforcing existing habits and approaches does not merely forego potential scale and dynamic opportunity. This is because over time business habits and abilities of suppliers, customers and intermediaries would increasingly pull away from ossified business models and strategies. This risks value creation increasingly dissipating over time, as bit by bit knowledge, communications, cost and revenue advantage dissipates. Global trade and information exchanges increasing importance to the profitability of a business only further increases the importance of information systems to harnessing new social and technological patterns, improve an organisation’s sustainability and hopefully increase market-share.

Modern communications twinned with re-optimised information scales should serve as a catalyst for change and a conduit for competitive advantage. This does not necessarily necessitate increasing information systems budgets as a form of attrition against competitors, a successful executive would prioritise reorientating their business models and strategies to include building and integrating new approaches and dialogues into and around their organisation’s value chain. Otherwise, new technology and communications services act as a pacifier for yet more narrow media, merely propping up yesteryear’s business model. One should not put new wine into old wine skins.

This week there will be a series of rapid fire posts to understand how the new potential of communications technology is not only impacting on how an organisation interacts and functions. Not only internally, macro changes to specific social relationships (whether organisational or individual) will highlight where reform will become increasingly necessary. Looking at the topic from a range of differing standpoints, the value of modern technologies and the returns from new information systems inputs, outputs and outcomes will require consideration.

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Other topics include:

More than just eCoal, eSteam and ePower: The Modernizing Dynamics of Change Series

  1. Introduction;
  2. Economic requirements: Catalyst for Invention, Innovation and Progress
  3. Not Just Invention: Change Through The Desire to Innovate, Reimagine and Expand;
  4. New Tools, New Patterns, New Thoughts: the Great Dialogue;
  5. Nobody Will Notice The Slow Death of Dissmeination, They Will Be Too Busy Listening;
  6. The frictions of competition and cooperation to strategic thinking;
  7. The Hot and Cold Wars: Relationships and conflicts between big and small, propriety and open source.

————————–

Other blog posts in the Order From Chaos miniseries include:

  1. Order From Chaos: Performance Management and Social Media Analytics in the Age of Big Data;
  2. Abstraction, Perspective and Complexity: Social Media’s Canon of Proportions;
  3. Logic, Computation and (f*(k?) Meming: On2logi+k,ing;
  4. Transposition, Catalysts and Synthesis: Playing with iMacwells eDemon.

—————————

If you have any suggestions, relevant links or questions to add flavour to this series then please join the dialogue below or contact me via Twitter:

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