Recently in Collaboration Category

On my earlier post on Social CRM Larry Irons asked a great question about how organizations can engage effectively with their customers and partners when much of their customer support is outsourced.

While there are no easy answers, there are two organizational capabilities that are increasingly critical for success. The first is developing clear strategies for what should be done inside the organization, and what should be done outside. These are difficult decisions to make, and even harder to implement well.

The second capability is aligning business processes with your external partners. In the following excerpt from Chapter 3 of Living Networks (available for download here), I describe the approaches call center giant Convergys takes to try to align culture and process with its clients.

At 6:53pm on November 9, 1989, an official of the East German government stated in a press conference that a new policy had been instituted to allow its citizens to travel to the West. Within minutes mobs formed outside the Berlin Wall. Before long the first bold few scrambled over the Wall unscathed, unlike the 61 people shot dead trying to escape during its grim 28-year history, while others grabbed hammers and anything else they could find to begin destruction of the hated barrier to freedom. An artificial, rigid, and guarded boundary dividing a country and millions of families had succumbed to the fluidity of the times. The same sense of rigidity and boundaries were also evident in the Eastern Germany economy. The East Berlin post office, before the fall, incorporated not just a restaurant and kindergarten for its employees, but also an auto repair shop and fishery. The difficulties in getting anything done meant that managers put boundaries around their organizations and tried to do everything possible inside them, resulting in immense duplication within the economy.

I am just back from Phuket in Thailand where I facilitated the offsite session of the top 120 executives of a major professional services firm in Asia. This is staple work for me. My role at these kind of events ranges from delivering a keynote presentation that brings forcibly home the key themes of the event, for example change or innovation, to in some cases designing and facilitating the entire event, particularly when it is focused on strategy development.

While executive offsite sessions are common to business around the world, there are a few specific dynamics to take into account for organizers of retreats in Asia.

Diversity
Asian countries, economies, and cultures are far more diverse than those, for example, in Europe. There are often different priority strategic issues across country operations, and management structures need to vary between operations. Offsite objectives and structure should reflect that.

Crowdsourcing in the broadest sense will be one of the fundamental platforms of the emerging network economy. As such it’s pleasing to see that Australia is becoming a hub for a number of the most significant crowdsourcing platforms globally.

I caught up with Alec Lynch of DesignCrowd yesterday for an interesting conversation about the crowdsourcing space and thought it was worth giving a quick pointer to the three main platforms run out of Australia (though all are global in scope).

Freelancer.com, was founded in Sweden as getafreelancer.com in 2004. I first wrote about it in 2005 in an overview of the space. For many years it was the dominant online services exchange in Europe, and one of the top three globally. In May 2009 it was bought by Australian company Ignition Networks, which also acquired the domain Freelancer.com. The company is run by veteran tech entrepreneur Matt Barrie, who most recently founded and ran specialty processor firm Sensory Networks Inc.

When I walked out from seeing Avatar 3D in December, I tweeted: "$300 million very well spent!"

Movie theaters can create extraordinary experiences, but the cost of production is ever greater.

On the other hand, movies can be made for extremely low cost, using HD cameras, digital editing, and volunteer labor.

At Media 2010 Suzanne Stefanac pointed to Escape to City 17, a machinima movie that had been made with a budget of less than $500, mainly for the costumes. It looks pretty good considering how little was spent.

Expect both increasing film budgets at the top end, and lowering film budgets at the bottom end.

Over the holidays Mark Fidelman launched his 2010 Enterprise 2.0 All-Star Blogger Roster. Mark says:

Now that the holiday hangover has worn off and the bills are coming due, I want to turn your attention to the individuals that are most influencing the Enterprise 2.0 space. Those of you that are early adopters or just starting to research Enterprise 2.0 can short cut the search for quality information by following and reading from these all-stars.

The list of 22 people includes Andrew McAfee, who coined the term Enterprise 2.0 and has recently launched his book by the same name, sits at the top of the tree, with five termed "Most Influential" (where Mark has kindly placed me, presumably partly due to the success of my book Implementing Enterprise 2.0), five "Highly Influential", ten "Influential", with as a special extra Dennis Howlett, who believes that Enterprise 2.0 is 'a crock', as "Enterprise 2.0 Referee".

Click on the image to see Mark's post including a larger version of the image and the data used to assess the influence of the all-stars.

I was interviewed this morning on Sky Business Tech Report. Some of the things we discussed in the interview are:

* How social media such as Facebook, Twitter, YouTube and many others change how companies engage with customers, become more efficient, and being competitive.

The Age today has an interesting article titled Outsourcing on steroids that looks at the array of online technologies that are enabling the outsourcing of small tasks and the crowdsourcing of design, innovation, and other key business functions.

I've noticed that in just the last few weeks mainstream media coverage of online service exchanges and crowdsourcing tools is picking up. As the article in the The Age concludes, "it’s certain crowd sourcing is a key business trend for the future". The

The article quotes me in two different sections:

Although odesk and similar sites such as elance.com are known for being a meeting place where businesses can access very low cost services, crowd sourcing is not just about finding the cheapest service provider possible.

Futurist Ross Dawson says: “Online services exchanges are places where anyone anywhere can get people to perform services; it’s about the development of a global talent economy. Some services are commoditised – you might want someone to count the number of tennis balls in a photo for the lowest price possible. But they also allow you to find the best person for the job and price isn’t always the primary factor why you hire someone, sometimes it’s more about finding talented people. I use odesk and the last person I hired wasn’t in Egypt or Latvia he was in New York.”

This idea of how best to tap the most talented - rather than the cheapest - professionals in the global market is the subject of my next book. I'll be writing a lot more about this on my blog.

Later in the article:

There's a great article in the latest issue of B&T Today on how Westpac, one of Australia's big four banks, is approaching working with its advertising and creative agencies. Here are a few choice excerpts from the article, which is well worth a read in its entirety.

Jee Moon, director of brand and marketing at Westpac [said] that an agency roster based on co-creation, not simply collaboration, is key to establishing and maintaining a strong brand identity.

She added the “one stop shop”, integrated agency model in Australia had “never materialised” and that a rostered agency model based on co-creation in which agencies do not simply coexist but coproduce was key to developing and maintaining a strong brand positioning.

“At Westpac we have moved from a contractual agency model, which we had with the Red House when there was little to bind the agencies together apart from a piece of paper, to a system of collaboration where our partners work together as a community of experts, and are currently striving for a true, co-creation model,” Jee said of her agency partners The Campaign Palace, Yello and Lavender.

ABC TV ran a segment a few days ago on how companies are using Twitter to create value, including an interview with me on how businesses can use Twitter effectively.

This should be a topic of particular interest to small and mid-sized companies. If you are interested in learning more, SME Tech Summit in Sydney on 1 December will include specific in-detail coverage of how your company can use Twitter (as well as other social media tools) to build your success.

Comments made during the program include:

* Experts say Twitter is here to stay
* Twitter has become a legitimate business tool
* When you don't have much money to spend, Twitter can be an excellent way to promote your business
* You need to be conversational and human to engage your customers
* There are ways that companies in any industry to use Twitter
* It is hard to do properly, and you do need to be consistent if you start
* Twitter is here to stay as part of companies' branding strategy

A few quick notes about the four companies presenting on the SaaS/ In the Cloud panel at Tech23 (for background on the event see my post from this morning). A very impressive line-up.

Angusta Systems. Uses combinatorial algorithms to help banks manage their physical cash inventory – a solid niche apparently worth over $100 million in value to each of the big Australian banks.

I have been interested in the field of expertise location for over a decade, from back when knowledge managers were building 'corporate yellow pages' and other tools to find the best expertise in the organization.

Unless a large organization can bring the most relevant expertise within the firm to bear on the problems and issues at hand, it really has no reason to exist. A smaller more nimble organization could do as good a job with lower costs.

I have written about expertise location frequently over the last years, both in looking at how enhancing organizational networks can generate greater revenues and efficiency, and how social technologies can support effective expertise location, including on the role of enterprise social network software and several years ago about the use of blogs to support expertise location.

Today the Wall Street Journal has an interesting article called Who Knows What? describing the issue of expertise location and explaining how blogs, wikis, social networks, and tagging can support finding the most relevant knowledge in the organization.

This is hardly new stuff, but large organizations are now reaching the point where they understand that social media are important organizational tools, and have begun implementing some of these tools. This means there is in many cases the breadth of uptake required for effective expertise location.

In large, geographically distributed, professional organizations, expertise location can be a 'killer app' which provides immense return on the implementation of social computing. We have reached the point at which this could get real traction.

These issues are also addressed in detail in my book Implementing Enterprise 2.0.

[Hattip to @ariegoldshlager]

After a number of requests from friends I signed up for Aardvark recently. If you haven't t come across it, it's a social network for search, where your questions are given to whoever in your extended network is most likely to be able to answer them, as illustrated below.

It's an interesting idea which has got a lot of buzz though not a lot of uptake yet. I suspect that this approach to social search is more likely to get traction within an existing social network rather than a dedicated one, though it's possible that it could take off, most likely initially in specific communities.

The nub of how Aardvark works is by using your nominated topics, which can be input either by yourself or others. I entered topics of 'enterprise 2.0' and 'social networks' and others have tagged me with 'business' and 'social media'.

As such I was rather surprised when I received this email from Aardvark:

(Aardvark) Help someone with a question about *adult entertainment business*

Hi Ross,

Briana/20/F/.....,.. just asked a question I think you might be able to answer,

"What's the best way to learn how to be a stripper?"

To answer, just reply to this message, and I'll forward your email along to Briana.

As it happens I don't know the answer. So why did Aardvark think that I might know?

Yesterday I did a keynote for Publishers Australia on Creating the Future of Media, pointing to driving forces, key strategic issues, and action items for media companies today, with Iggy Pintado also presenting on leveraging social media in publishing.

The event attracted more attendees than any similar event organized by Publishers Australia so far, so clearly these issues are at the top of the agenda for the industry.

The slides to my presentation are below. As always, note that these slides are designed to accompany my presentation, NOT to be meaningful as stand-alone information. However many people tell me they still find value in the slides even without being able to attend my keynotes, so feel free to peruse them!

To complement the slides, here is a brief description of the Six Strategic Issues I covered in the presentation:

1. Scaling

I just came across Inside Knowledge magazine's review of my most recent book, Implementing Enterprise 2.0.

Full details of the book including free chapters and the Enterprise 2.0 Implementation Framework mentioned in the review and pictured below are available on the Implementing Enterprise 2.0 website.

Enterprise 2.0 Implementation Framework

It's a useful review - here are a few excerpts:

I had a very interesting meeting yesterday with Deloitte Digital's CEO Peter Williams, someone who is always on the vanguard of innovation in professional services. A few things he mentioned about what they're up to:

* Yammer (enterprise micro-blogging) has taken off and is getting substantial use across Deloitte Australia. They did a security test on Yammer for some clients and it came out solid. They are still using the free version though are talking to Yammer about a paid version.

* Deloitte has implemented an internal 'Innovation Academy' which among other functions enables idea submission and voting, which they've created by mashing up several tools. The system has generated ideas already worth $15 million to the company.

* One of the ideas was GreenID, a joint venture between Deloitte, Edentiti and Global Data Company that provides fast online identity verification for clients who have traditionally done this offline.

* They have also created an XBRL gateway to facilitate conversion of accounts into XBRL format.

* A collaboration with Cooperative Research Centre ACID yielded an interesting visualization and view of the mental models of how ideas are generated in the professional services frontline. Unfortunately this is not available online yet.

Lots of nice things happening here.

I recently wrote from my own experience about Six high-return initiatives for driving innovation in professional services, and Chapter 9 of my book Living Networks is primarily about how digital channels are changing how professional services firms operate.