The social Web before social networks: a report from 2003

David Weinberger

In 2003 it was becoming clear that we needed?—?and That was the theme of Clay Shirky ’s 2003 keynote at the ETech conference, the most important gathering of Web developers of its time. Clay’s 2003 analysis of the situation is awesome. ” The Web was getting very very big by 2003 and Clay points says that “we blew past” the “interesting scale of small groups.” ” But now (2003) we’re fully into the fully social web.

The ‘Occupy IT’ Movement of Organizations

Dan Pontefract

In 2003, when Nicholas Carr penned the piece “ IT Doesn’t Matte r “, an overlooked definition of what he referred to as ‘infrastructural technologies ‘ may now be, in 2012, unintentionally defining the relationship between IT and the organization.

Trending Sources

The ‘Occupy IT’ Movement of Organizations

Dan Pontefract

Diamond Digital IQ suggests 41% of organizations witness 30% or more of IT expenditures residing elsewhere from IT. Organizations and its employees outside of IT have begun to, well. And as a consequence, the organization is pushing back.

Coaching Should Be An Expectation Of All Connected Leaders

Dan Pontefract

The most overused yet inappropriately applied term in an organization is “coaching.”. It is an approach to leadership that invites more leaders from all levels in our organizations, communities and families. book coaching collaboration engagement leadership organization

The Day SAP Ruined a Good Thing

Dan Pontefract

Through 2003 and 2007, I was also a part of many acquisitions that Business Objects made to help bolster its business intelligence technology and sales capabilities. But first, let me explain the remarkable organization and team I was a part of for those five years.

Serendipity is at the heart of today’s emerging society

Ross Dawson

The more than dozen posts discussing serendipity on my blog include how we created “enhanced serendipity&# at an event I ran in 2003 in New York , more details on the story of the word serendipity and how to enhance it , the importance of the “serendipity dial&# and far more.

seek, sense, share globally

Harold Jarche

Being able to connect so easily with others who have similar interests is incredibly powerful, and this was very difficult even when I started as a freelancer in 2003. In my early years as an independent consultant, all of my work was with organizations.

PKM 56

Lean Principles in the Digital Economy

Irving Wladawsky-Berger

Such methods include quality control of the processes involved in production; just-in-time production to reduce the costs associated with excess inventory; and continuous improvement involving everyone in the organization in the quest for new, easy to implement ideas. .

Data 88

adapting to life in perpetual beta

Harold Jarche

In 2003 I started my consulting practice and soon after, this blog. Organizations : The social learning workshop is for those supporting organizational learning and I have developed a suite of models as guidance for the future of work, or what I call the network era.

Open Innovation 2.0

Irving Wladawsky-Berger

In his 2003 book, Open Innovation: The New Imperative for Creating and Profiting from Technology , UC Berkeley professor Henry Chesbrough outlined this new model for business innovation. Participating organizations must create synergies rather than cancel each other out.

our future of work

Harold Jarche

Part of changing the human condition is changing the way we organize to work. Many people talk about the future of work, on stages around the world, and say that organizations must become more transparent and work out loud.

Pirates Play Databall, Purge Postseason Drought

Andy McAfee

As Sawchik writes, With little money to spend on free agents, few impact prospects ready for 2013 and many outside the organization calling for a regime change, [general manager Neal] Huntington and [manager Clint] Hurdle discussed how to get more production from their returning roster.

Data 115

Why People and Companies Die While Cities Keep Growing

Irving Wladawsky-Berger

Prior to joining the SFI in 2003, he was the leader and founder of the high energy physics group at Los Alamos National Lab. Furthermore, the bigger the organism, the longer it lives, and the longer it takes to grow and mature, all predicted by the same sublinear power law.

Would you recommend your L&D department?

Jay Cross

Fred Reichheld, The One Number You Need to Grow, Harvard Business Review, December 2003). The prime directive of any organization is to create customers. The Net Promoter Score shows how the organization is doing in terms all managers and workers can understand. As Reichheld says, “The path to sustainable, profitable growth begins with creating more promoters and fewer detractors and making your net-promoter number transparent throughout your organization.

Shifting work

Harold Jarche

Therefore, learning amongst ourselves and sharing implicit knowledge to create intangible value, is the real work in organizations today. The challenge for organizations, institutions and governments is to help as many people as as possible make this shift, and to support those who cannot.

Skills 118

Embedding Learning in Work: The Benefits and Challenges

Charles Jennings

Can AI Help Translate Technological Advances into Strategic Advantage?

Irving Wladawsky-Berger

We all thought that the Solow paradox was finally behind us when IT-driven productivity surged between 1996 and 2003. How can the broader organization embrace the strategy machine? “In the end, a strategy is only valuable to the extent that it’s embraced and leveraged by the organization.

Data 64

Birgit Mager and the Evolution of Service Design

Adaptive Path

I started at HP to help organizational units figure out how to best create new interfaces for customers and the kinds of people needed at the contact points to really bring a solution-focus into the organization. It was very exciting for me at the time; in a way, I was trying to “design” organizations to be able to deliver excellent service. How would you define it, the scope, and its position within an organization? [BM]:

learning cities

Harold Jarche

“Learning Cities harness their knowledge, social networks, environmental assets and financial capital to facilitate the development of skills, knowledge and values by local people and organizations.” ” — Janet Candy, Planning Learning Cities, 39th ISoCaRP Congress 2003.

Disruptive Innovation Revisited

Irving Wladawsky-Berger

Most of us who’ve studied or lived through them find Christensen’s work to be a useful explanation and organizing framework for understanding technology-based disruptions.

A Reading List That (Actually) Gets Read

Adaptive Path

Leah’s is the toolkit and thinking to make User Experience a force within any organization. This is a case study of the LEGO Group, focused most strongly on a all-in focus on innovation that almost sunk the company in 2003. Books can be like New Years’ Resolutions.

List 124

Automation For The People

Dan Pontefract

In 2003, Maarten Goos and Alan Manning coined this phenomenon “job polarization”.

Managing Transformative Initiatives - Some Lessons Learned

Irving Wladawsky-Berger

Over the years, they’ve amassed a number of valuable assets and extensive organizations. Disruptive innovations are very exciting, but we often forget that they are truly disruptive , - not only in the marketplace, but also in your own organization.

A Growing Backlash Against the Relentless Advances in Technology?

Irving Wladawsky-Berger

I later held different positions across the company, mostly based on identifying emerging technologies and market developments and organizing companywide initiatives to capitalize on them, including supercomputing , the Internet , Linux and On Demand.

Lessons in Leadership From Jim Balsillie and Mike Lazaridis

Dan Pontefract

” – Lazaridis, 2003. It was an organization whose leadership and leadership behaviours were closed and unrepentant. To many, RIM seemed to morph from an innovative and flexible organization to one that was rigid, blind, egocentric and hierarchical.

“IT Doesn’t Matter” Ten Years Later

Irving Wladawsky-Berger

The article appeared in the May 2003 issue of the Harvard Business Review , where Carr was then an editor-at-large. There is a clear consensus that there is no real consensus on what cloud computing is,” was how the conference organizer succinctly summarized the sense of the meeting.

cities and the future of work

Harold Jarche

According to my review of history and theory, four forms of organization — and evidently only four — lie behind the governance and evolution of all societies across the ages: The tribal form was the first to emerge and mature, beginning thousands of years ago. Help people keep organized.

Informal Learning – the other 80%

Jay Cross

This paper addresses how organizations, particularly business organizations, can get more done. Because organizations are oblivious to informal learning, they fail to invest in it. The metrics of our scale are the organization’s core objectives: Reducing time-to-performance.

Skills and Jobs in the Digital Economy

Irving Wladawsky-Berger

In 2003, David Autor , Frank Levy and Richard Murnane developed a framework for looking at the impact of technology on various classes of jobs. The disruption is an opportunity for organizations, but may be a threat to many workers.

When explaining becomes a sin

Mind Hacks

One of my favourite papers is “ Thinking the unthinkable: sacred values and taboo cognitions &# by Philip Tetlock (2003). In an added twist, Tetlock and colleagues also offered participants the opportunity to engage in ‘moral cleansing’ by subscribing to an organ donation scheme. 2003).

What I Learned About Philanthropy, Fundraising, and Social Impact at IFCAsia in Bangkok

Beth Kanter

These are two photos of me and Tharum Bun , a Cambodia blogger I met via our blogs back in 2003. In 2007, over ten years ago, I launched a crowdfunding campaign to participate in the first ever Cambodian bloggers conference, organized by Tharu m and colleagues.

Jobs in the Age of Watson

Irving Wladawsky-Berger

I like the framework proposed by my fellow panelists Frank Levy and David Autor in two different papers: The Skill Content of Recent Technological Change , published in 2003 by Autor and Levy along with Harvard Professor Richard Murnane ; and How Computerized Work and Globalization Shape Human Skill Demands published in 2005-2006 by Levy and Murnane.

Issues 101

Reflections on Linux and Mainframes

Irving Wladawsky-Berger

After three month, the study strongly recommended that IBM embrace Linux across all its product lines, that it should partner with the Linux community and contribute to its development, and that it should establish a company-wide organization to coordinate its various Linux activities. .

The Rise and Potential Fall of the Talent Economy

Irving Wladawsky-Berger

Until early in the 20th century, most companies were organized around their physical assets, such as land, minerals or oil. in 1993, fell to 35% in 2003, and it’s been back to 39.6%

Who forces Google to remove search results because of copyright claims?

David Weinberger

Tayob, Google has released data on which organizations request certain search results be suppressed because of copyright issues. Here’s an op-ed I wrote in 2003 about this.). According to a post at TechDirt by Riaz K. From TechDirt: It may be a bit surprising, but at the top of the list? Microsoft, who has apparently taken down over 2.5 million URLs from Google’s search results. Most of the the others in the top 10 aren’t too surprising.

Some new ways to look at infrastructure

Doc Searls

That is, infrastructures affect the behaviour of individuals, firms, households, and other organizations by providing and shaping the available opportunities of these actors to participate in these systems and to interact with each other.

Embracing Disruptive Innovations: Organizational Challenges

Irving Wladawsky-Berger

Given that I had 15 minutes for my introductory remarks, I distilled them into three key points: the need for a clear, compelling strategy that the whole organization can rally around; the management of disruptive innovation initiatives; and the importance of top-down leadership and support.

Learning 2.0 Tetrad Through Marshall McLuhan

Dan Pontefract

Derrick de Kerckhove, Director of the McLuhan Program of Culture and Technology at the University of Toronto since 1983 wrote McLuhan for Managers in 2003. Obsolesce (what is pushed aside by the new organ).

myths, markets, & mistakes

Harold Jarche

” @voinenen: Why Organizations Must Change. Here is just one example: ‘Ludicrous’ EU officials ready to ban yogurt (The Daily Telegraph, 10 November 2003, page 7). Yogurt gets a culture shock (Daily Express, 11 November 2003, page 19).

Before Facebook, there was DeanSpace

David Weinberger

Here’s a four-minute video from July 13, 2003, of Zack Rosen describing the social networking tool he and his group were building for the Howard Dean campaign. DeanSpace let Dean supporters connect with one another on topics, form groups, and organize action.