The document presents a method for assessing organizational readiness for internal use of social media in information-intensive organizations. It uses organizational semiotics techniques, including containment analysis, organizational morphology, and collateral analysis to identify key factors of readiness. These techniques help provide a systematic approach to analyzing the informal, formal, and technical social norms and relationships within an organization that are important for readiness. The analysis identifies substantive activities, communication activities, and control activities related to potential social media use, as well as surrounding environmental factors. The goal is to develop a method that can help organizations evaluate their preparedness and identify gaps before adopting social media tools internally.
At the core of all usability is a design—the one being used by your customer. The blueprint or foundation of that design is found in the interaction design. Over the years, I’ve worked with many people, from clients to co-workers, who are involved in design but who don’t consider themselves “designers”. They usually have good design instincts, but don’t have a “design” background—and they are always asking me how they can become better “designers”.In this presentation, I distill the concepts of interaction design down to just the basics, to focus on what is most useful for non-interaction designers. Using the design process as a framework, I’ll provide an overview of the basic building blocks, design principles, and underlying structure of interaction design, and illustrate them using familiar real-world examples. Through these basic elements, I’ll discuss how design decisions are made, how to evaluate them at each level of an interaction design, and more importantly, what makes a “good” design decision. I will also discuss one or two emerging trends in interaction design and show how these basic elements can also be used to understand and evaluate them.This presentation won’t turn everyone into an interaction designer, but it will give you an understanding of the basics, and hopefully move you further along the road to being a better “designer”.
This document discusses interactive information technology for quality management and quality assurance. It addresses:
1) Quality management and quality assurance as consistent business management issues focused on processes, products, and communication with stakeholders.
2) The importance of information, knowledge, and learning in business management, with quality management principles based on high information and knowledge content.
3) The need to enhance information technology with interactivity to improve sharing of knowledge and experience for training, learning, and continuous improvement.
Government Communication On The Social WebDaniel Heine
This document summarizes an experimental study exploring the use of interactive and participative elements in government communication on the social web. The study aimed to determine if the social web is more effective than traditional communication tools at achieving communication effects. It used a fake law and government website to simulate government communication using different tools, measuring effects on awareness, understanding, and opinions. Groups received communication through no social web, basic commenting, video commenting, or a complex combination. The study sought to understand if the social web could improve government communication beyond just bypassing traditional media.
Trends in technology in South Africa (for ICT RDI Roadmap team)Derek Keats
This document discusses 10 technology trends in South Africa: [1] More ubiquitous and affordable bandwidth is becoming available through undersea cables and broadband innovation, though rural connectivity remains a challenge. [2] Ubiquitous computing is growing. [3] Social media is everywhere. [4] Greater freedom and openness exist through open platforms and standards, though intellectual property laws pose challenges. [5] Data is increasingly powering the digital world. [6] Location-independent computing is on the rise through cloud, virtualization, and mobile devices. [7] Ambient intelligence is emerging. [8] Talent and innovation gaps exist. [9] Knowledge production is limited. [10] The right balance of
Open Data Center Alliance
Intel Developer Forum 2011 lecture session with:
Anna Claiborne
ODCA WG Chair, ODCA & Product Manager Security Services, Terremark
Ravi Subramaniam
Lead Technical Facilitator, ODCA & Principal Engineer, Intel
Open Data Center Alliance (ODCA) Overview
Overview:
Why Should You Care? (How can you participate?)
1st Release Introduction
Usage Topics Discussion
Ecosystem Opportunities and Engagement
Information governance process & technologyGNetadmin
This document discusses implementing information governance programs to reduce risk and increase strategic advantage. It covers why information governance matters due to legal and regulatory requirements. Key steps include developing consistent policies, knowing where records are stored, distinguishing records, and leveraging automation. Technologies should integrate across solutions, support data sharing, and provide reporting and audit capabilities. The presentation then discusses specific Symantec solutions.
This document discusses lean transformation at the societal level using the Shingo Prize levels of transformation as a framework. It asks how the lean journey can progress from tools and techniques to the systems level to create a more integrated and sustained improvement model for society. It also discusses how social media can enable this type of large-scale lean transformation by facilitating activities at each of the Shingo levels - principles, systems, and tools.
The document discusses turning ideas into profitable products through prototyping and customer feedback. It covers topics like prototyping tools and approaches, gathering customer feedback, leadership mindsets for feedback, and aligning product development with the product lifecycle through iterative prototyping and testing with customers. The overall message is that prototyping strategies, ideas, and products with customers provides essential market feedback to help transform technologies into cash.
At the core of all usability is a design—the one being used by your customer. The blueprint or foundation of that design is found in the interaction design. Over the years, I’ve worked with many people, from clients to co-workers, who are involved in design but who don’t consider themselves “designers”. They usually have good design instincts, but don’t have a “design” background—and they are always asking me how they can become better “designers”.In this presentation, I distill the concepts of interaction design down to just the basics, to focus on what is most useful for non-interaction designers. Using the design process as a framework, I’ll provide an overview of the basic building blocks, design principles, and underlying structure of interaction design, and illustrate them using familiar real-world examples. Through these basic elements, I’ll discuss how design decisions are made, how to evaluate them at each level of an interaction design, and more importantly, what makes a “good” design decision. I will also discuss one or two emerging trends in interaction design and show how these basic elements can also be used to understand and evaluate them.This presentation won’t turn everyone into an interaction designer, but it will give you an understanding of the basics, and hopefully move you further along the road to being a better “designer”.
This document discusses interactive information technology for quality management and quality assurance. It addresses:
1) Quality management and quality assurance as consistent business management issues focused on processes, products, and communication with stakeholders.
2) The importance of information, knowledge, and learning in business management, with quality management principles based on high information and knowledge content.
3) The need to enhance information technology with interactivity to improve sharing of knowledge and experience for training, learning, and continuous improvement.
Government Communication On The Social WebDaniel Heine
This document summarizes an experimental study exploring the use of interactive and participative elements in government communication on the social web. The study aimed to determine if the social web is more effective than traditional communication tools at achieving communication effects. It used a fake law and government website to simulate government communication using different tools, measuring effects on awareness, understanding, and opinions. Groups received communication through no social web, basic commenting, video commenting, or a complex combination. The study sought to understand if the social web could improve government communication beyond just bypassing traditional media.
Trends in technology in South Africa (for ICT RDI Roadmap team)Derek Keats
This document discusses 10 technology trends in South Africa: [1] More ubiquitous and affordable bandwidth is becoming available through undersea cables and broadband innovation, though rural connectivity remains a challenge. [2] Ubiquitous computing is growing. [3] Social media is everywhere. [4] Greater freedom and openness exist through open platforms and standards, though intellectual property laws pose challenges. [5] Data is increasingly powering the digital world. [6] Location-independent computing is on the rise through cloud, virtualization, and mobile devices. [7] Ambient intelligence is emerging. [8] Talent and innovation gaps exist. [9] Knowledge production is limited. [10] The right balance of
Open Data Center Alliance
Intel Developer Forum 2011 lecture session with:
Anna Claiborne
ODCA WG Chair, ODCA & Product Manager Security Services, Terremark
Ravi Subramaniam
Lead Technical Facilitator, ODCA & Principal Engineer, Intel
Open Data Center Alliance (ODCA) Overview
Overview:
Why Should You Care? (How can you participate?)
1st Release Introduction
Usage Topics Discussion
Ecosystem Opportunities and Engagement
Information governance process & technologyGNetadmin
This document discusses implementing information governance programs to reduce risk and increase strategic advantage. It covers why information governance matters due to legal and regulatory requirements. Key steps include developing consistent policies, knowing where records are stored, distinguishing records, and leveraging automation. Technologies should integrate across solutions, support data sharing, and provide reporting and audit capabilities. The presentation then discusses specific Symantec solutions.
This document discusses lean transformation at the societal level using the Shingo Prize levels of transformation as a framework. It asks how the lean journey can progress from tools and techniques to the systems level to create a more integrated and sustained improvement model for society. It also discusses how social media can enable this type of large-scale lean transformation by facilitating activities at each of the Shingo levels - principles, systems, and tools.
The document discusses turning ideas into profitable products through prototyping and customer feedback. It covers topics like prototyping tools and approaches, gathering customer feedback, leadership mindsets for feedback, and aligning product development with the product lifecycle through iterative prototyping and testing with customers. The overall message is that prototyping strategies, ideas, and products with customers provides essential market feedback to help transform technologies into cash.
Selas Turkiye Motivations Behind The Adoption Of New Mobile Ict Products By A...Ziya NISANOGLU
1. The document outlines several technology adoption models that attempt to explain an individual's adoption of new technologies.
2. Key factors identified across models include perceived usefulness, perceived ease of use, social influences, and facilitating conditions.
3. The models suggest these factors shape behavioral intentions and actual technology use.
This document provides an agenda and summary for a technology and strategy class. It includes the following:
- An agenda covering administrative announcements, IT news, and a discussion on technology and strategy.
- A discussion of concepts like Web 1.0 vs 2.0, what is Web 3.0, and critical questions about how organizations use IT and evaluate new technologies.
- Models for information, technology, and the systems development life cycle.
The session provided an overview of evaluating networks and coalitions. It presented the work of two of the Rockefeller Foundation's grantees: GlobalGiving and their storytelling evaluation work, and evaluating advocacy initiatives and coalitions. Key aspects of evaluation discussed included measuring member and coalition capacity, capturing externalities and cross-fertilization, and developing appropriate outcome questions for inter-organizational relationships (IORs) in different contexts like emergency settings.
Defining high level organizational architecturesNicolay Worren
The consultant was hired to help clarify roles and responsibilities across a large Nordic bank's organizational units. They gathered data through interviews and documentation. They mapped the bank's high-level functions to its organizational structures, noting deviations from its governance principles. They also modeled alternative structures with more independent functions to potentially improve performance by reducing coupling between roles. The analysis aimed to increase understanding of current issues and raise awareness of design options.
This document discusses computational mechanisms for norm enforcement in service-oriented architectures. It introduces concepts like behavior monitoring and enforcement in SOA, and proposes a norm enforcement mechanism. Key topics covered include applying concepts from artificial intelligence research to SOAs, challenges like semantic verification of service behavior and higher-level behavioral control, and how norms and institutions can provide rules to help govern service interactions and reduce risks.
Knowledge Management (KM) is a social activity. More and more organizations use social software as a tool to bridge the gap between technology- and human-oriented KM. In order to create interoperable, transferable solutions, it is necessary to utilize standards. In this paper, we analyze which standards can be applied and which gaps currently exist. We present the concept of knowledge bundles, capturing information on knowledge objects, activities and people as a prerequisite for social-focused KM. Based on our concept and examples, we derive the strong need for standardization in this domain. As a manifesto this paper tries to stimulate discussion and initiating a broad initiative working towards a common standard for the next generation of knowledge management systems. Our manifesto provides with eight recommendations how the KM community should act to address future challenges.
The document discusses using ICT tools to help address challenges in policy making. It proposes building a policy model using cloud infrastructure, semantic technologies, and information architecture. The model would help determine policy attributes, customize to changing environments, and provide feedback to policy makers. It would retrieve information from various sources to run specific models and support real-time decision making. The goal is to help policy makers deal with complex, changing environments and provide measurements of policy success.
The Webinar held on May 5, 2010 on "Enterprise Mobility Strategy" by Endeavour - The Mobility Company. It provides insights to Enterprises on what they should do when implementing a mobility strategy.
The document is the presentation materials for a project on Stratex's information system strategy. It discusses Stratex's previous decentralized IS structure, the hiring of John Gates as CIO, and his initiatives to create an enterprise-wide network and implement an expert system. It also provides questions and answers that analyze Stratex's previous and current IS strategy, the alignment of IS with business strategy, and whether an expert system should be adopted.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
This document discusses data governance at Guide Dogs. It introduces data governance and defines it. It explains why data governance is important due to Guide Dogs' growing programs, systems, and locations. It describes how Guide Dogs is ensuring data is handled compliantly across the organization through a Data Governance Board. The board addresses issues, defines data elements, and agrees on data quality and security requirements. The document outlines where Guide Dogs is in implementing data governance and next steps around a "Data Day," privacy campaigns, and streamlining the board structure.
The document describes the Teletrips Management System, which helps organizations transition to more flexible work arrangements. It provides tools to effectively manage this transition, improve employee effectiveness, and enhance environmental efficiency. The system guides individual participation decisions, ensures proper approvals and training are in place, and allows organizations to track implementation status. It also provides real-time performance monitoring and quarterly impact reports.
The document discusses implementing a sustainable data governance program. It begins by defining data governance as the intersection of people, processes, and technology using standards, policies, and guidelines to manage an organization's data while adding value. It then presents a 4-level data governance maturity model involving people, processes, technology, and value at each level. Level 1 is introductory, with limited data governance practices. Level 2 is acceptance, where issues are recognized but not fully addressed. Level 3 involves active usage and analysis through integration. Level 4 is continuous improvement through proactive governance. The document provides actions to progress from each level to the next, such as getting management buy-in, implementing tools, and developing metadata strategies.
This document provides an overview of a tool for assessing the health of social change networks. It can be used by individuals working within or through such networks. The tool involves identifying the network type, rating it on attributes of network health, identifying priority areas for strengthening, getting multiple perspectives, and linking priorities to potential actions. The sources that informed the tool's creation are also listed.
This presentation discusses SOA governance essentials. It defines SOA as services being shared across organizational boundaries, requiring governance to establish rules for service creation, usage, and management. It outlines the need for both run-time governance, enforced by systems to monitor service usage, and design-time governance, enforced by processes to guide service development. Finally, it addresses organizational issues in coordinating governance across multiple projects and establishing an enterprise architecture function to manage overall SOA adoption.
Enterprise Analysts And Business Analysts Companions Or CompetitorsMia Horrigan
Enterprise architecture (EA) is a strategic planning process used to align business and IT. It can make organizations more efficient, effective, innovative and agile. To develop an EA, you conduct analyses of the business, information, applications and infrastructure. You identify key systems, interfaces and relationships. The resulting models provide a framework to guide decision making and ensure new projects conform to the overall architecture.
This document outlines lecture notes on organizational development (OD) by Dr. Virgel C. Binghay. It defines OD as a contractual relationship between a change agent and sponsoring organization to use behavioral science and improve organizational performance. It discusses key aspects of OD including the change agent, sponsoring organization, applied behavioral science, systems context, and improved organizational performance. The notes also cover understanding organizations, modern developments in OD, and action research approaches.
Measuring Stakeholder Engagement and Attitude to ChangeRobert Topley
One way to measure stakeholder engagement is using Change Readiness Assessment (CRA). This explains what a Change Readiness assessment is about and how to perform a CRA
The document discusses readiness for change and the transtheoretical model of change. It defines readiness as a combination of previous experience, skills/knowledge, and attitude. It explores using the readiness ruler to assess motivation and lists questions to ask at different stages. People progress through stages using cognitive, affective and evaluative processes and later rely on commitments, conditioning and support. The goals of system change and 10 processes for moving through stages are outlined.
Selas Turkiye Motivations Behind The Adoption Of New Mobile Ict Products By A...Ziya NISANOGLU
1. The document outlines several technology adoption models that attempt to explain an individual's adoption of new technologies.
2. Key factors identified across models include perceived usefulness, perceived ease of use, social influences, and facilitating conditions.
3. The models suggest these factors shape behavioral intentions and actual technology use.
This document provides an agenda and summary for a technology and strategy class. It includes the following:
- An agenda covering administrative announcements, IT news, and a discussion on technology and strategy.
- A discussion of concepts like Web 1.0 vs 2.0, what is Web 3.0, and critical questions about how organizations use IT and evaluate new technologies.
- Models for information, technology, and the systems development life cycle.
The session provided an overview of evaluating networks and coalitions. It presented the work of two of the Rockefeller Foundation's grantees: GlobalGiving and their storytelling evaluation work, and evaluating advocacy initiatives and coalitions. Key aspects of evaluation discussed included measuring member and coalition capacity, capturing externalities and cross-fertilization, and developing appropriate outcome questions for inter-organizational relationships (IORs) in different contexts like emergency settings.
Defining high level organizational architecturesNicolay Worren
The consultant was hired to help clarify roles and responsibilities across a large Nordic bank's organizational units. They gathered data through interviews and documentation. They mapped the bank's high-level functions to its organizational structures, noting deviations from its governance principles. They also modeled alternative structures with more independent functions to potentially improve performance by reducing coupling between roles. The analysis aimed to increase understanding of current issues and raise awareness of design options.
This document discusses computational mechanisms for norm enforcement in service-oriented architectures. It introduces concepts like behavior monitoring and enforcement in SOA, and proposes a norm enforcement mechanism. Key topics covered include applying concepts from artificial intelligence research to SOAs, challenges like semantic verification of service behavior and higher-level behavioral control, and how norms and institutions can provide rules to help govern service interactions and reduce risks.
Knowledge Management (KM) is a social activity. More and more organizations use social software as a tool to bridge the gap between technology- and human-oriented KM. In order to create interoperable, transferable solutions, it is necessary to utilize standards. In this paper, we analyze which standards can be applied and which gaps currently exist. We present the concept of knowledge bundles, capturing information on knowledge objects, activities and people as a prerequisite for social-focused KM. Based on our concept and examples, we derive the strong need for standardization in this domain. As a manifesto this paper tries to stimulate discussion and initiating a broad initiative working towards a common standard for the next generation of knowledge management systems. Our manifesto provides with eight recommendations how the KM community should act to address future challenges.
The document discusses using ICT tools to help address challenges in policy making. It proposes building a policy model using cloud infrastructure, semantic technologies, and information architecture. The model would help determine policy attributes, customize to changing environments, and provide feedback to policy makers. It would retrieve information from various sources to run specific models and support real-time decision making. The goal is to help policy makers deal with complex, changing environments and provide measurements of policy success.
The Webinar held on May 5, 2010 on "Enterprise Mobility Strategy" by Endeavour - The Mobility Company. It provides insights to Enterprises on what they should do when implementing a mobility strategy.
The document is the presentation materials for a project on Stratex's information system strategy. It discusses Stratex's previous decentralized IS structure, the hiring of John Gates as CIO, and his initiatives to create an enterprise-wide network and implement an expert system. It also provides questions and answers that analyze Stratex's previous and current IS strategy, the alignment of IS with business strategy, and whether an expert system should be adopted.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
This document discusses data governance at Guide Dogs. It introduces data governance and defines it. It explains why data governance is important due to Guide Dogs' growing programs, systems, and locations. It describes how Guide Dogs is ensuring data is handled compliantly across the organization through a Data Governance Board. The board addresses issues, defines data elements, and agrees on data quality and security requirements. The document outlines where Guide Dogs is in implementing data governance and next steps around a "Data Day," privacy campaigns, and streamlining the board structure.
The document describes the Teletrips Management System, which helps organizations transition to more flexible work arrangements. It provides tools to effectively manage this transition, improve employee effectiveness, and enhance environmental efficiency. The system guides individual participation decisions, ensures proper approvals and training are in place, and allows organizations to track implementation status. It also provides real-time performance monitoring and quarterly impact reports.
The document discusses implementing a sustainable data governance program. It begins by defining data governance as the intersection of people, processes, and technology using standards, policies, and guidelines to manage an organization's data while adding value. It then presents a 4-level data governance maturity model involving people, processes, technology, and value at each level. Level 1 is introductory, with limited data governance practices. Level 2 is acceptance, where issues are recognized but not fully addressed. Level 3 involves active usage and analysis through integration. Level 4 is continuous improvement through proactive governance. The document provides actions to progress from each level to the next, such as getting management buy-in, implementing tools, and developing metadata strategies.
This document provides an overview of a tool for assessing the health of social change networks. It can be used by individuals working within or through such networks. The tool involves identifying the network type, rating it on attributes of network health, identifying priority areas for strengthening, getting multiple perspectives, and linking priorities to potential actions. The sources that informed the tool's creation are also listed.
This presentation discusses SOA governance essentials. It defines SOA as services being shared across organizational boundaries, requiring governance to establish rules for service creation, usage, and management. It outlines the need for both run-time governance, enforced by systems to monitor service usage, and design-time governance, enforced by processes to guide service development. Finally, it addresses organizational issues in coordinating governance across multiple projects and establishing an enterprise architecture function to manage overall SOA adoption.
Enterprise Analysts And Business Analysts Companions Or CompetitorsMia Horrigan
Enterprise architecture (EA) is a strategic planning process used to align business and IT. It can make organizations more efficient, effective, innovative and agile. To develop an EA, you conduct analyses of the business, information, applications and infrastructure. You identify key systems, interfaces and relationships. The resulting models provide a framework to guide decision making and ensure new projects conform to the overall architecture.
This document outlines lecture notes on organizational development (OD) by Dr. Virgel C. Binghay. It defines OD as a contractual relationship between a change agent and sponsoring organization to use behavioral science and improve organizational performance. It discusses key aspects of OD including the change agent, sponsoring organization, applied behavioral science, systems context, and improved organizational performance. The notes also cover understanding organizations, modern developments in OD, and action research approaches.
Measuring Stakeholder Engagement and Attitude to ChangeRobert Topley
One way to measure stakeholder engagement is using Change Readiness Assessment (CRA). This explains what a Change Readiness assessment is about and how to perform a CRA
The document discusses readiness for change and the transtheoretical model of change. It defines readiness as a combination of previous experience, skills/knowledge, and attitude. It explores using the readiness ruler to assess motivation and lists questions to ask at different stages. People progress through stages using cognitive, affective and evaluative processes and later rely on commitments, conditioning and support. The goals of system change and 10 processes for moving through stages are outlined.
Practical hints and tips for assessing readiness to change - Dr Bronwen BonfieldMS Trust
Aims:
To have increased awareness of the factors that affect an individuals readiness to change.
To explore the theoretical models that underpin change behaviour
To develop awareness of skills and strategies to support individuals and their families.
This document discusses planned organizational change. It notes that planned change aims to prepare an organization to adapt to significant changes in goals and direction. Planned change attempts to impact technology, tasks, structure, and people within an organization. The process of planned change involves identifying the need for change, determining what elements need to change, planning how to implement the change, assessing forces that may drive or restrain the change, and taking action through the stages of unfreezing old behaviors, changing to new behaviors, and refreezing the changes. Managing organizational change is a complex process that requires considerable planning to be successful.
This document provides an overview of a 2-day seminar on effective collective bargaining and negotiation skills. It introduces the seminar facilitator, Dr. Balakrishnan Muniapan, and outlines the program objectives, methodology, and topics to be covered. The seminar aims to help participants understand collective bargaining frameworks, develop negotiation strategies and skills, and handle stressful negotiations positively. It will incorporate lectures, group discussions, presentations, role plays and case studies. Key topics include industrial relations systems, psychological contracts, collective bargaining processes, and negotiation skills.
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
Developing your organisational development strategyRoffey Park
This document discusses developing an organization development (OD) strategy and poses questions to consider. It begins by asking questions about what OD means and why it is relevant now for organizations. It then outlines first, second, and third order questions to consider when developing an OD strategy, including questions about purpose, stakeholders, structure, content and results. The document emphasizes that the process is as valuable as the outcomes and encourages paying attention to energy within the system. It concludes by providing information about Roffey Park's support for OD professionals.
This document summarizes a meeting of the FInES cluster on advanced collaborative enterprise systems. It discusses a proposed multi-dimensional unified process model for engineering complex enterprise systems through interorganizational collaboration. Key points include that the model accounts for technical, business, collaborative, and management dimensions and their relationships. It also addresses challenges like flexibility, knowledge management, and metrics for measuring collaboration quality. Prior research applying the model is cited.
SAP Best Practices for a mobility center of excellenceSybase Türkiye
The document discusses best practices for establishing a mobility center of excellence (COE) to centralize governance, standards, and activities around mobile technology initiatives across an enterprise. It recommends securing executive sponsorship, driving partnership between business and IT, engaging end users to understand mobility needs, defining an initial "straw man" mobility strategy, and starting with small projects to refine the COE over time. The COE aims to accelerate mobile deployments, minimize duplicate efforts, and provide leadership to manage personal and company-owned mobile devices accessing corporate data and applications.
Pariveda ECM Patterns for Large Enterprises - chicagomsteinbergtx
This document discusses strategies for planning and structuring content in SharePoint. It identifies common usage patterns like extranets, intranets, document management, and team sites. The key considerations for structuring sites include navigation, governance, security, and storage planning. Content should be classified using metadata and retention policies to support finding information. Separate site collections may be needed based on usage patterns, security, and storage needs. The goal is to choose a simple design that balances usability, maintainability, and scalability.
Create an internal network for Social Media practices and practitioners. Find the right people in your organization to work on new approaches to communication and collaboration.
What needs to be done before getting started in social mediaEdelman Japan
The document provides guidance on preparing for social media by establishing the necessary foundations. It recommends:
1. Training employees on social media best practices through a certification program tailored for different audiences.
2. Understanding the target audience by analyzing conversations, behaviors, and demographics to inform engagement strategies.
3. Developing rules of engagement that establish social media policies, decision trees for moderating content, and crisis response processes tailored for each market.
4. Transforming into a social business by defining it as bridging external and internal connections, and implementing supporting people, processes, and platforms across the entire organization to drive deeper engagement and innovation.
The document provides an overview and roadmap for establishing a Virtual Knowledge Commons (VKC) at the Council for Scientific and Industrial Research (CSIR) in South Africa. It outlines the project in four phases from April 2010 to March 2011. The first phase involves defining objectives and scope. The second phase develops a roadmap for implementation in consultation with stakeholders. Phase three implements the roadmap, and phase four establishes practices and assesses the VKC based on the roadmap. The goal is to extend knowledge sharing and collaboration beyond the physical Knowledge Commons into a virtual space, amplifying connections between people and information across the organization.
The document discusses the IBM Rational solution for Collaborative Lifecycle Management. It provides capabilities that fully support an integrated Application Lifecycle Management (ALM) approach by allowing organizations to coordinate people, processes, and tools for requirements management, development and quality management through traceability across artifacts, process definition and reporting. The solution is powered by IBM Rational Jazz, which provides open collaboration across the software and systems lifecycle through products, platforms and communities.
Using Social Collaboration in Product Innovation - UpdatedJeanne Bradford
This benchmark studying outlines 10 best practices in applying social technologies to the product innovation process. Case studies come from companies that are ahead of the industry curve in accelerating both time to market and innovation.
Originally delivered at Oracle Social Business Seminar - for more information on becoming a Certified Information Professional, go to http://www.aiim.org/certification.
Using social network analysis, complex intangible relationship patterns can reveal competitive forces, gatekeepers and collaboration opportunities - within and across sectors - in internal and external innovation ecosystems around the world, including China 2.0.
A Western View of China's Internal and External Innovation Ecosystem - ICT Se...Martha Russell
A network analysis of flows of information and investments a relationship perspective on the internal and external innovation ecosystems of China's ICT sectors. Crowd-sourced English language press release-type information provides a Western view in a systems framework.
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, varying work practices, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This improves situational awareness, reduces waste, and leads to more accurate schedules compared to traditional methods.
This document discusses coordination challenges for developing complex aerospace systems across dispersed global teams. It outlines how traditional project management approaches are insufficient due to workforce thinning, global work practice variations, and high subsystem interdependencies. The authors propose using collaborative visualization and simulation tools to model projects, forecast coordination needs, and integrate information architectures into practices. This approach provides accurate schedules, reduces waste, and improves situational awareness for organizations like NASA.
More presentations from the NCVO Annual conference:
http://www.ncvo-vol.org.uk/networking-discussions/blogs/20591
Sakthi Suriyaprakasam, Value of Infrastructure team, NCVO
Rob Macmillan, Research Fellow, Third Sector Research Centre
Bill Freeman, Director of Services and Business Development, NAVCA
In the current context of funding cuts and the focus on frontline organisations, where do infrastructure or support organisations fit? Join us for a highly interactive workshop that will address key questions for infrastructure groups, including how infrastructure organisations can demonstrate their value effectively, how you work with funders and charities to make the biggest difference and how we can work together differently to shape the future of infrastructure ourselves.
You will have the opportunity to connect with representatives from across the sector to actively discuss and decide how infrastructure can respond to the challenges it is facing.
1. The document evaluates Easy Mobile's change management process during an ERP implementation.
2. It identifies challenges like executive fatigue, limited change management scope, and late process champion identification.
3. Recommendations include communicating engagement duration upfront, extending due diligence to change management, and creating internal capacity to sustain communications.
This document summarizes capacity building for an intranet in Serbia. It discusses the benefits of an intranet such as reducing costs, improving efficiency, and promoting corporate culture. The goals are to make the intranet intuitive and easy to use, keep content organized and reliable. A multi-stage project plan was developed involving analysis, design, deployment, training and feedback. The intranet was successfully launched across most of the organization's sites, providing a central resource for over 1,800 employees.
الإتحــــــــــــــــــــــاد الوطني للشبــــــــــاب السوداني
المؤسسة الشبابية لتقانة المعلومات
ورشة صناعة البرمجيات في السودان
الورقة الاولى :
مناهج التعليم وصناعة البرمجيات في السودان
أسامة عبدالوهاب ريس
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1. Method for Assessing Organisational Readiness for Internal
Use of Social Media in Information Intensive Organisations
Aimee Jacobs
Supervisors: Dr. Keiichi Nakata & Prof. Kecheng Liu
Saturday, 11 August 2012 www.henley.reading.ac.uk
2. Presentation Overview
• Background Overview
– Social Media
– Organisational Readiness
– Organisational Semiotics Techniques
• Analysis & Findings
• Putting it together…the bigger picture.
3. Overview of Social Media
“a group of Internet-based applications that build on the
ideological and technological foundations of Web 2.0, and
that allow the creation and exchange of User Generated
Content” (Kaplan and Haenlein, 2010 pg. 61).
4. Social Media use in Organisations
• Organisations use social media tools for marketing and
customer relations
• Social media (SM) tools offer organisations an alternative
way to communicate, connect, cooperate and collaborate
through rich user experience.
5. SM Tools and Possible Uses
SM Tool Potential Uses
Forums Internal discussions; practical and process questions, and general staff issues
(Cook 2008)
Blogs General information tool (Tredinnick 2006)
Knowledge management, business intelligence, project management (Cook
2008)
SNS Connectivity, knowledge sharing, strengthen relationships (Cook
2008)
Wikis Commercial content management systems (Tredinnick 2006)
Knowledge management and information sharing (Jansen 2009)
Social bookmarking Classification of knowledge and information (Tredinnick 2006)
Virtual worlds Meetings, training, and socializing with colleagues (Cook 2008)
Podcasts Briefings and recordings of conference calls (Davidson 2006)
Provide information and presentations and sharing of information
(Zhang 2009)
Media Sharing Informal virtual learning or training (Cook 2008)
6. Social Media Challenges
Slow rate of adoption
– policies and procedures that inhibit change
– privacy and security issues
– organisational culture being directly opposed to the open source
and collaborative methods
– lack an understanding of how to use the different tools
– fail to realise their benefits (Newman, A. and J. Thomas 2009)
– measure the effectiveness (HBR 2010)
7. Need for Organisational Readiness
• OR reduces the risks of failure in adoption (Snyder-Halpern 2001)
• Level of preparedness and identify gaps (Armenakis et al. 1993)
• Precursor of resistance and adoption behaviours and is vital
before attempting to implement and manage any kind of change
(Armenakis et al. 1993) (Kotter, 1996).
• Strongest predictor of employee commitment and more likely to
commit (Ingersoll, et al., 2000).
• Higher levels of readiness lead to lower innovation risks and more
successful innovation outcome (Snyder-Halpern 2001).
8. Research Aim and Objectives
Aim of research
To develop a method to aid in assessing organisational readiness
prior to using social media tools for internal business activities
Objective
Identify factors of readiness for technology through systematic
method using Organisational Semiotics techniques
– Containment Analysis
– Organisational Morphology
– Collateral Analysis
9. Organisational Semiotics
• Applies semiotic concepts by focusing on signs and sign
systems which are created in business operations
• Views an organisation as an IS comprised of social norms
Applied
• Used to investigate the relationships of the human,
technical and business aspects
• Used to help identify essential patterns of activities needed
for social media use within an organisation
• Used to help provide a systematic approach to
organisational readiness
10. Containment Analysis
Informal
• ‘Organisational onion’
Meanings, intentions and beliefs
• Way to capture the
Formal informal, formal and
Form and rules
technical social norms
that form the system
Technical
Automation
11. Organisational Morphology
• OM is a way to analyse an organisation through
(behaviour)-level (Liu 2000).
• Morphology of the tasks and functions through
identification of three types of norms:
- Substantive (SA)
- Communication (C)
- Control (CA)
• Healthy organisation =
Substantive Activities > Communication + Control Activities
12. Collateral Analysis
• Co-design method bridging the gap between an operational IT
system and current business requirements (Simoni 2004)
• Used to analyse the relationship between system units of a complex
system (Liu 2000)
• Helps identify the sub-unit systems by taking apart the larger
complex system around the focal system (Liu 2000)
Focal system would be the proposed system- social media in use
14. Analysis of scoping study using
“organisational onion”
Purpose:
Informal To understand how knowledge-
Improved Innovation Increased intensive firms are currently
Communication Productivity
communicating with external and
Knowledge internal clients with a particular
Team-building Transfer
Formal focus on the use of SM
Communication Procedure
Accountability
Control
SM Usage
Policies
Method:
• A small survey was distributed
to obtain general information
Technical about the current situation of
Internet Access
Mobile Technology
SM implementation in business
•8 Respondents-
Security/Privacy
Technical Architecture, Solutions
Architecture, Service development
lead, Senior Executive (VP), Innovation
Portfolio & Strategy manager and
Respondents’ concerns related to SM usage
Enterprise Architect
15. Analysis - Organisational Morphology
Communication
Focal System Substantive Activities Control Activities
Activities
Social Media Information sharing
in Use Blogging and micro- SM usage policies and
Knowledge management- blogging, communication
transfer/sharing/creation bookmarking, tagging, procedures,
networking, co- accountability,
authoring, virtual organisational culture,
meetings and peer - monitoring
briefings, media
Team-building
sharing
Innovation
Morphological View of Organisational Activities using Social Media
18. Identified in Literature Identified through OS analysis
Technology
OS Method Internal Use of Social
Readiness Sub-factor Sources
Applied Media Readiness Factors
Factors
(Klein et al., Technical and SM experts,
Human resources 2001; Lehman OO, CA
training
et al., 2002;
Financial resources Molla et al., CA Financial
Resources
2005b; Salasin
Physical/Technology et al., 1977; Internet access, pcs, mobile
OO, CA
resources Snyder-Halpern technology
2002).
Awareness/knowledge
of change (Klein et al. Awareness
2001; Molla et
al. 2005b;
Staff cohesion Salasin et al.
Org climate /openness to change 1977; Snyder-
CA
Halpern 2002;
Resistance to change Wanberg et al.,
2000)
Mission and Goals
(Snyder-
Processes Halpern 2002)
OM New processes
(Salasin et al.
Values 1977; Snyder- VF Values
Halpern 2002)
Discrepancy (need for ( Holt et al., Discrepancy
change) 2007; Lehman
2002; Molla et
Motivational Pressure to change CA
al. 2005b;
readiness Salasin et al.
Personal attributes 1977; Wanberg
et al. 2000)
Legend: CA= Collateral Analysis, OO= Organisational Onion , OM= Organisational Morphology, VF, Valuation Framing
19. Identified through OS analysis
Identified in Literature
Technology
OS Method Internal Use of Social Media
Readiness Sub-factor Sources
Applied Readiness Factors
Factors
(Holt et al. 2007; Klein
et al. 2001; Molla et al.
Benefit OO Benefit
2005b; Salasin et al.
1977)
Management (Holt et al. 2007; Klein
support et al. 2001)
Participation in
(Molla et al. 2005b;
the change
Wanberg et al. 2000)
process
Security/privacy
OO, OM
concerns
OO, OM Policies
Organisational
Communication
OO, OM Controls
procedures
OO, OM Accountability
CA Fallback
Legend: CA= Collateral Analysis, OO= Organisational Onion , OM= Organisational Morphology, VF, Valuation Framing
20. Summary
• Organisations may want to use social media tools but face
some challenges, therefore may not be ready for use
• Organisational readiness assessment can help identify level of
preparedness and identify gaps
• Change management techniques can be used to raise level of
preparedness
• The factors identified so far include:
resources, organisational climate, processes, motivational readiness, benefit,
values and organisational control factors (security/privacy, policies,
communication procedures, accountability and fallback)
SM tools offer organisations an alternative ways to communicate, collaborate, cooperate and connect through rich user experience.
One way to reduce the risks of failure in adoption is to assess an organisation’s readiness, or predisposition to adopt these new toolsThis leads to my research ? “how can organisations assess readiness prior to internal SM use
I first did a lR on OR for change in order to understand what previous research had been done in this area & whether or not it could apply to my research. What I found was that OR evolved from….There have been various approaches to assessing readiness, however, as social medias focus on people & communities and changes the way in which we work it’s important to find a method that bridges the gap between these factors. Additionally, current research doesn’t provide a systematic approach to assess readiness.
Social media relies heavily on the social and cultural aspects of an organisation, so the OS method, containment analysis will be applied.
Capgemini – purpose of study was to obtain general information about the current situation of SM implementation in businessWe used the organisational onion to analyse the respondents concerns.Informal - Culture, beliefs, values, habits and individual behaviour are determinants in the informal layer. Formal - The formal layer can replace meaning and intention in the informal system with codified systems – includes bureaucratic forms and rules guiding the individual actionTechnical – The Technical layer is where the rules from the formal layer become automated
, if we can understand what activities and norms are necessary to support and carry out the substantive activities, then we can better understand what system and control norms should be ready prior to implementation.
The outcome of this is a readiness assessment tool for organistaions to use to assess their level of preparedness and change management method to address any low levels readiness.
The outcome of this is a readiness assessment tool for organistaions to use to assess their level of preparedness and change management method to address any low levels readiness.