I got to be honest with you; I had a hard time choosing the articles to enlist in last month’s enterprise 2.0 reads. So many great insights, so many extraordinary events weaved themselves into February days. And although I know I wouldn’t be able to do them all justice, I thought I’d share some of those that rung the bell for me. Have a blessed March and Happy Spring everyone!
A zero-email organization? Please be serious… by Bertrand Duperrin
Migrating flows from one environment to the other won’t solve all the problems that employees face and can even generate more complexity. Rethinking the nature of email and the needs in terms of actions and interactions to rationalize it all makes more sense but will need a deep and ambitious work on IT architecture.
Social networks are a part of a new architecture of the information system that won’t kill email but will make it ready for the XXIst century, turning it into a social messaging or social signal system. But thinking that a migration of flows from one to another without a more global vision is at least unrealistic and can, at worse, lead to a catastrophe.
As a matter of fact it would be like misjudging all the traditional enterprise applications. It would also create a social bubble with no connection with flows of work and documents. The future of email is in an abstraction layer that socializes and standardizes the whole IS, regardless to the nature and the origin of each component.
Social capital is built over time by investing in relationships with people already in your network and building new relationships with people outside. “Investing in relationships” can mean many things, but at it’s core, means finding ways to proactively be helpful for people and meet their needs… Social capital is not a transaction. It is not something you can buy, and not a system where reciprocity always comes in the form of getting help and resources directly from the people you’ve helped. It is much more karmic, and the more you give, the more you ultimately receive, even if from a totally different person or group.
Social capital is not just the coming decade’s most important buzzword. It is one of, if not the most important currency in our highly-networked world. Knowing how to build and use social capital is one of if not the most important skill for modern professionals. Having tools to mange and leverage social capital…well, we’re convinced that they’re the single most important set of tools still waiting to be created.
Social Business Revolution by Martijn Linssen
The current world is abuzz about Social. Social networks, social media, Social Business: all things social…That movement is a natural counter reaction to the events that have occurred over the last centuries: industrialisation and automation has allowed industries, companies and societies to grow beyond belief.
The distance between the two different parts of the equation has thus increased over time. Every-day society and company size grew larger and larger, while the direct and daily circle of close relatives grew smaller and smaller.
There are three kinds of Social: Social media like Twitter and Facebook, social networks that have explosively increased in size due to these media, and Social Business (Design). Whereas Social Business design is coined by Dachis, the term Social Business is now more generally embraced after Enterprise 2.0 – a highly tool-centric focus- has become less appealing over the years…
Temporary tribes by Bas de Baar
Groups that together pursue the fulfillment of a certain outcome. And after they reach their goal, they stop being a group. Temporary tribes… This temporariness creates an interesting challenge. If people have never met before, have only a short period of time to produce a result, how should they collaborate together?
Temporary tribes must be resilient. They must be able to handle disturbances in their environment while still maintaining their function. Their focus on the goal. So. Temporary. Digital. Resilient.
In order to have a tribe that is able to cope with disturbances while still being able to perform its function, in my view three balances must be taken care of. Balance One. The balance between homogeneity and cognitive diversity among tribe members. The second balance is between a closed mind and an open mind…the third and final balance: private and public information flow.
At the heart of these three balances lies my conviction to focus on culture and identity and their role in interaction and collaboration as mechanism for resilience.
Seriously Rethinking Leadership in a Networked World by Jack Ricchiuto
Reality is, in networks leaders can gain unique value in at least two ways. They create unique value when they create a niche of unique value for themselves. And they gain unique value when those in their network intentionally leave them a space of value uniqueness that no one else takes on.
Networks are also constantly shifting landscapes of opportunities and expectations and so leaders always have opportunities to grow their unique assets to meet these. And this emphasis on asset and network based leadership makes it immediately more possible for leaders across boundaries to collaborate more successfully and intelligently to do together what they cannot possibly do alone, apart or in opposition.
In this construct, perhaps the most salient characteristic of network relevant and valued leaders is that they have a passion for knowing their networks and continuously reinvent the unique value in knowledge and skills they bring to their networks.
A social network is crucially different from a social circle, since the function of a social circle is to curb our appetites and of a network to extend them. Everything once inside is outside, a click away; much that used to be outside is inside, experienced in solitude. And so the peacefulness, the serenity that we feel away from the Internet, and which all the Better-Nevers rightly testify to, has less to do with being no longer harried by others than with being less oppressed by the force of your own inner life. Shut off your computer, and your self stops raging quite as much or quite as loud.
Exactly What Role Did Social Media Play in the Egyptian Revolution? By Simon Mainwaring
While commentators such as Brian Solis and myself have argued against the off-hand dismissal of social media by Malcolm Gladwell,Evgeny Morozov and Will Heaven, Jeff Jarvis and Jay Rosen made the sobering point that it's silly to argue the issue in absolutist terms. Rosen argues "Factors are not causes," and insists that social media was neither fully responsible for the revolution in Egypt nor irrelevant, and that social transformation is far more complex involving a high degree of mystery.
…Just as Egypt followed Tunisia, citizens of other Arab counties are rising to the challenge of shaping their own futures in the face of political and military might. Social media did not make this happen single-handedly, but by enabling people to connect more rapidly around shared values, it is shifting power back to the people and allowing them to re-align the interests of a country around the values that serve all its people.
The Egyptian Revolution on Twitter by André Panisson
This is a preliminary result of the network of retweets with the hashtag #jan25 at February 11 2011, at the time of the announcement of Mubarak’s resignation. A video with the flow of retweets is available on YouTube. It shows the dynamic network construction during the hour of data collection, compacted in less than four minutes.