I'll always remember as a child a very old gentleman in Manchester, Northern England telling me about the Dickensian office he worked in during his youth - everyone sat in rows at desks equipped with ink wells and quills, writing and copying documents. The boss sat with a bullhorn on an overview platform and shouted at anyone who stopped working.
Real world collaboration strategies and tactics for enterprises.
Oliver Marks provides seasoned independent consulting guidance to companies on effective planning of business strategy, tactics, technology decisions, roll out and enduring use models that make best use of modern collaborative and social networking tools to achieve their business goals. He is technology agnostic and focused on helping end users obtain maximum value with forward thinking business strategies and associated technology investments and integrations.
I've been doing a lot of reading, most recently 'The Big Switch' by Nicholas Carr. There are plenty of reviews of this fascinating work available - in essence this is actually two books.
I have a full platinum pass to give away, with a runner up prize of a free expo hall pass, for the upcoming Enterprise 2.0 conference in Boston.
With today’s news that oil has reached $135 a barrel – a 100% increase in a 12 month period – it’s clear that there are some serious economic challenges ahead.A liter of unleaded in the UK today at 114 pence ($2.
Regardless of security restrictions inside your enterprise, you and the projects you are working on are probably being talked about online. There’s always been dialog between colleagues and friends – after work in the pub, on the phone, through personal emails.
Very few of us are fortunate enough to start with a clean slate when planning 2.0 business collaboration projects; depending on the size and age of your enterprise you are likely to be dealing with powerful existing and legacy systems and their associated processes and departments.
Enterprises both large and small are psychologically complex places. Industrial and organizational psychologists are full of fascinating anecdotes about the ways the individual people that make up an enterprise organize themselves to hinder, help, block or share with one another.
For the last couple of years I’ve been in the trenches managing a sizeable collaboration space across three continents for a large multinational enterprise.The diplomacy, strategy, tactics and sheer hard work of managing, building and running this type of space can be all consuming, particularly with global time differences.