In 2006, Andrew McAfee’s article on Enterprise 2.0, along with subsequent works, helped organizations think about how people use social software to more effectively share information and connect with one another. With an initial focus on tools (e.g., blogs, wikis), organizations undertaking “E2.0” initiatives began a long journey to improve the way employees build communities and collaborate on business activities. In parallel, early success stories highlighted the need for organizations to address cultural dynamics that often hinder these transformative efforts. While business objectives driving E2.0 projects were often “soft” (lacking measurable ROI), the intent generally could be aligned to overall needs to improve productivity, growth, and innovation. Today, the challenges of culture and metrics remain persistent issues for the industry, but there have also been two significant technology-oriented transitions that are worth noting as we look ahead to the upcoming Enterprise 2.0 conference in Boston this June:
In the past year, enterprise video customers have seen new advancements, exciting innovations and big changes for the entire industry. And according to Cisco’s most recent Visual Networking Index, the growth of video is continuing across businesses worldwide: Business video conferencing is estimated to grow sixfold from 2010 to 2015, significantly faster than overall business IP traffic.
We are incredibly excited for what we’ll be announcing at InfoComm, including new products and new Telepresence capabilities, as well as an opportunity to tour the largest, most comprehensive Cisco TelePresence demo ever. Watch the video below for more details on what you can expect from Cisco at this year’s InfoComm:
Virtual learning has evolved into a robust tool for human resources and training leaders. Yet many companies struggle to find the right blend of face-to-face, virtual, self-paced, formal, and informal learning methods to meet their needs. In this free WebEx, you’ll hear case studies that explain how companies have solved this challenge.
Today, we are featuring a guest post from Sara Roberts, President and CEO of Roberts Golden Consulting, Inc. She is known for her expertise in large-scale transformation, particularly in driving culture change for enterprise innovation and collaboration, and has provided strategic guidance to dozens of the world’s top global companies over the past 15 years.
Navigating in today’s workplace can be disorienting. It seems that the minute we reorganize, restructure, merge, shift… we need to do it yet again to keep up with new demands. We lament, when are things ever going to be normal again? Things are changing so fast. We can’t possibly keep up!
In our organizations, we often point to ‘agility’ as critical to our success – yet the ironic part is that our organizations are still trying to command and control our way into being more nimble.
What exactly is going on? For starters, witness the last twenty years. There’s been an explosion of vastly more information, globalization resulting in larger and farther-flung teams and, not to mention, greater competition coming from unexpected and untraditional sources. Think: NetFlix and how Blockbuster didn’t see it coming. There has been a serious tectonic shift and our companies are at the epicenter.
In our organizations, we often point to ‘agility’ as critical to our success – yet the ironic part is that our organizations are still trying to command and control our way into being more nimble. Often times we don’t fully realize that these old hierarchical structures, we’re holding steadfastly to, are unable to process information quickly enough to make the necessary day-to-day business decisions. We think we can simply optimize to do it better, faster and cheaper but in reality, we need a transformation in our workplaces.
As I was writing this last paragraph, it made me think of a cognitive behavioral theory I recently read about, called “path dependence.” This term refers to the notion that “something that seems normal or inevitable today began with a choice that made sense at a particular time in the past, but survived despite the eclipse of the justification for that choice.” For instance, typewriters used to jam if people typed too fast, so the manufacturers designed a keyboard that would slow typists. We no longer have typewriters, but we are stuck with the letter arrangements of the qwerty keyboard.
Let’s ask ourselves: do we really want to be stuck with qwerty organizations?
In early May, our friend and Cisco engineer Brian Dickinson climbed Mt Everest. His journey was dramatic, life threatening and amazing. We talked to him before he left home (watch here) and then from Base Camp at Everest (watch here). In this upcoming event, he’ll tell us what happened next. Photo courtesy of Brian Dickinson.