By: ComputerWorld Canada staff (25 Jan 2008)
Out of nowhere, it seems, the news has been full of enterprise search-related stories, including the acquisition of long-time player Fast by Microsoft and the release of user- and human-powered search engines like Wikia Search and Mahalo.
This stealth ninja of applications could blindside a lot of IT managers. It has a lot of trendy aspects — from user-driven content to proper information management to business input — and also requires both tact and cunning. Enterprise search involves the three players — the IT manager, the brass and the users — in a deadly game with a lot of pitfalls, but there are a few ways to get out alive.. continue reading
Monday, January 28, 2008
Saturday, January 19, 2008
For HBS professor Andrew McAfee, Wikipedia is a surprisingly high-quality product. But when his concept of "Enterprise 2.0" turned up on the online encyclopedia one day—and was recommended for deletion—McAfee and colleague Karim R. Lakhani knew they had the makings of an insightful case study on collaboration and governance in the digital world.
HBS professor Andy McAfee had his doubts about Wikipedia, the online encyclopedia created and maintained by volunteers. "I just didn't think it could yield a good outcome or a good encyclopedia. But I started consulting it and reading the entries, and I said, 'This is amazing.' "
So when the concept of "Enterprise 2.0"—a term coined by McAfee on the general idea of how Web 2.0 technologies can be used in business—popped up on Wikipedia, McAfee beamed. "I was bizarrely proud when my work rose to the level of inclusion in Wikipedia." Then, however, a turn of fortune took place. A "Wikipedian" nominated the article for deletion as unworthy of the encyclopedia's standards. McAfee thought, "It's not even good enough to get on Wikipedia?" continue reading
info courtesy: Wikipedia Enterprise 2.0 Story by Aa..ha! [Thinking Inside The Blog!]
Tuesday, January 08, 2008
Posted by Sam Marshall @ Intellectual Capital Punishment
Don't let the title of
Towards an Ecological Theory of Sustainable Knowledge Networks by Jeff Conklin, et al put you off. Its full of insight about project teams (rather than knowledge networks in general). One thing caught my eye:
"The process of team formation is complex. Leaders have tacit knowledge about how to move a team through a process, and they access that knowledge in face to face meetings. When in virtual collaborations, they don't have that, e.g. they may not recognize that they don't have alignment about team goals"
Note that the barrier isn’t lack of knowledge, but the absence of the stimulus needed to retrieve it. The dynamic of the face-to-face interaction is what triggers the intuitive manager to take the right course. He may only sense subliminally the lack of alignment, but he'll intuitively do what it takes to correct that. Few managers would explicitly have a process with a "check alignment" gate, but they all know it must be done. Even bumping into a team member and subsequent chit chat can lead to an explicit awareness that they need information you hadn't thought to pass on. continue reading