“Value shift­ing from trans­ac­tions to rela­tion­ships. This is the grow­ing real­iza­tion that the tra­di­tional rote busi­ness trans­ac­tion as the core source of orga­ni­za­tional value is dimin­ish­ing and value is now com­ing from rela­tion­ship dynam­ics. This has many impli­ca­tions includ­ing using new man­age­ment meth­ods (exam­ple: from top down command-and-control to com­mu­nity cura­tor and facil­i­ta­tor), tap­ping into new reser­voirs of inno­va­tion, adopt­ing new ways of inter­act­ing with cus­tomers, or dri­ving bet­ter tacit inter­ac­tions. Web 2.0 and social com­put­ing will be key enablers of this for busi­ness units and IT orga­ni­za­tions that want increased relevance.”

“This is not to say that many of the social media tools that com­pa­nies have deployed already aren’t good exam­ples of Social CRM. Many of them are and this high­lights a major dis­cus­sion in the blo­gos­phere last week sparked by SocialText’s Ross May­field, who posited that with Social CRM, the peo­ple are the plat­form. The key point here is that where online tools let cus­tomers have a social rela­tion­ship with a busi­ness — in other words, inter­ac­tion that is vis­i­ble to them and other cus­tomers when­ever pos­si­ble — then some Social CRM is tak­ing place. With­out a fun­da­men­tally community-based rela­tion­ship, you’re just back to tra­di­tional, one-on-one push man­age­ment of cus­tomers. This lat­ter model, a closed and aso­cial mode of cus­tomer inter­ac­tion, is the very antithe­sis of Social CRM.”

“Youve prob­a­bly heard about a hard-to-get, hugely new ser­vice called Google Wave. Lest ye for­get, there are plenty of web-based col­lab­o­ra­tion tools that dont require learn­ing a new way of speak­ing. Here are a few of our (mostly free) favorites.”

“In this study, kids were assigned to one of two groups. The math group was taught a preschool board game with consecutively-numbered squares. The color group was taught a sim­i­lar game that dif­fered in only one respect—-the game board squares var­ied by color instead of num­ber. Over a two week period, kids par­tic­i­pated in four game ses­sions of 15–20 min­utes each. Researchers tested children’s numer­i­cal skills before and after the inter­ven­tion. The results were clear-cut: Kids who played the math-based preschool board game improved in each of the four tasks tested (numeral iden­ti­fi­ca­tion, count­ing, num­ber line esti­ma­tion and numer­i­cal mag­ni­tude com­par­i­son). The kids who played the color-based preschool board game showed no improve­ment (Ramani and Siegler 2008). More­over, the gains were long-lasting. When the same kids were tested 9 weeks later, they were still exhibit­ing supe­rior math skills. Researchers work­ing in Scot­land have reported sim­i­lar results (Whyte and Bull 2008).”

“Capa­bil­i­ties at knowl­edge flows are under­pinned by cul­ture, gov­er­nance, struc­ture, and processes, and these must be devel­oped over time, as reflected in my Enter­prise 2.0 Imple­men­ta­tion Framework.

One of the eas­i­est and most pow­er­ful ways firms can achieve the per­for­mance improve­ments promised by tech­nol­ogy is to jet­ti­son management’s dis­tinc­tion between “cre­ative tal­ent” and the rest of the orga­ni­za­tion. All work­ers can con­tin­u­ally improve their per­for­mance by engag­ing in cre­ative prob­lems solv­ing, often by con­nect­ing with peers inside and out­side the firm.

This is a fun­da­men­tal point. Com­pa­nies can now use “tech­nolo­gies of con­nec­tion” to tap the poten­tial con­tri­bu­tion of all their staff. In a net­worked world, it is pos­si­ble to unleash the power of many as never before.” — via Jane Dysart