Our customers often tell us that encouraging and enabling collaboration has dramatically improved their business. We decided to dig a little deeper by conducting some original cross-industry research that measures the power of workplace collaboration in concrete terms.
… collaboration has a significant impact on business innovation, performance, culture and even the bottom line.
This is quite right and quite wrong. Collaboration is at once driven and the driver; it is both a cause and an effect. As is culture come to that. Effectively, Google must grapple with two distinct appreciations of business among its customers and prospects.
If there’s one thing that differentiates organization this century from the last it’s that we may now acknowledge complexity and do something about it. We increasingly have the technologies to help navigate complexity. Choosing to do so offers competitive advantage for the time being; there will soon come a time when failing to do so renders an organization unresponsive, fragile and, consequently, bust. (Note that complexity and complication are different things.) Continue reading →
Cast your mind back a decade or more. Did you request specific hardware from your company’s IT team? If so, you started a trend that continues to play out to this day, and will continue to its logical and exciting conclusion.
You may or may not have been successful in your request given IT’s historic intransigence, but nowadays many of us expect to rock up to work with the laptop and tablet and smartphone of our choosing – often our own – and expect the IT team’s full accommodation.
We’re also bringing our own applications. Non-IT staff have adopted software-as-a-service without necessarily going through their IT colleagues. Yammer, Trello and Slack for example. Perhaps Google Docs crept in without organization-wide adoption of Google for Work. Meeting schedulers. Note-takers. Expense trackers. Skype. Dropbox. Instagram. The list is as long as the kind of things you need to get done.
It’s useful to think of this in terms of Enterprise IT and Work IT. The enterprise owns Enterprise IT whereas the worker owns Work IT. In simple terms, Enterprise IT is focused on the organization, Work IT on organizing. Enterprise IT is top-down with the starting position of locking everything down, whereas Work IT is bottom-up, thriving by facilitating sharing and openness. Continue reading →
The Global Commission on Internet Governance (ourinternet.org) was established in January 2014 to articulate and advance a strategic vision for the future of Internet governance. With work commencing in May 2014, the two-year project is conducting and supporting independent research on Internet-related dimensions of global public policy, culminating in an official commission report.
Good business is about cooperative and interdependent relationships, always has been, yet the humanity was lost when organizations scaled way up during the 20th Century. We want to make those relationships more human again, but the answer can’t be to scale it all back down. We have to scale something else up.
... No business can really get to be social in a meaningful and valuable way simply by indulging in social media or by slapping apps onto social devices or by subscribing to a social enterprise network.
Eli is referring here to the visceral difference between 'doing' social (bolted on) and 'being' social (built in), and you know which one you're on the receiving end of in any given situation right? Continue reading →
Business exists to establish and drive mutual value creation. Steve Denning challenged this statement, preferring Drucker's assertion that the purpose of business is to create and keep a customer. I responded, and he has challenged my response:
we may be talking about different things: theoretical purpose of a firm and how to run it
Peter Drucker asserted that the purpose of business is to create and keep a customer. He was right at the time in offering previously inward-looking firms a more appropriate beacon. His dictum is, however, wrong for our time.
The assertion is insufficient in sustainability terms; ie, being concerned with the health and resilience of living systems such as organizations, society and the environment. A customer-centric outlook is too simplistic, simply failing to recognise complexity, and therefore at threat from business that has progressed beyond Drucker's heuristic. Continue reading →