Post(s) tagged with "worktalk.ly"

Retiring Work Talk Research, Back To Stowe Boyd and The Messengers

I am at heart a researcher: I am driven to find out who’s innovating, what’s happening, and where is it all headed. And I like to supply the whys, and share them with others. So, I am planning to spend my time on that, and leave the rest behind.In early 2012, I decided to consolidate a number of activities under the loose brand of Work Talk Research. The idea was to bring together various threads of work with different collaborators (or what might be better called cooperators). But aside from a list of activities on a page, Work Talk Research and the worktalk.ly website never added much to the mix. In fact, it was a distraction for me and probably confusing for others.

The reality is that most of the work I’ve done this year with others has been based on those folks bringing Stowe Boyd into a project or activity, not Work Talk Research pulling others together.

To minimize wear-and-tear for me and possible confusion I am shutting down Work Talk Research and the worktalk.ly website, and consolidating all writings and reports here. (If you are looking for a piece from worktalk.ly, try stoweboyd.com/tagged/worktalk.ly, which includes all the worktalk.ly posts.)

I just like the idea of being an itinerant performer, traveling alone from town to town, and scaring up a back-up band who are always referred to as ‘the Messengers’, even if it’s a different bunch of sidemen every night, or even when I am playing out there solo.I am returning to the brand I used for years: Stowe Boyd and The Messengers. The name comes from a strange occurrence. Back in 2006, I think, I received a request through some web-based event service, and it turned out to be that a co-ed wanted me to come to Albany NY, to play at her college. Apparently she thought I was a band. Since my blog was then called /Message, I started to call my consulting business Stowe Boyd and The Messengers. I just like the idea of being an itinerant performer, traveling alone from town to town, and scaring up a back-up band who are always referred to as ‘the Messengers’, even if it’s a different bunch of sidemen every night, or even when I am playing out there solo.

I am also redirecting the nature of my work. In the past decade I’ve done a great deal of product consultation with social tools companies. In recent years this has grown less rewarding psychologically and financially. For the foreseeable future I won’t be chasing that sort of work. I am planning to direct my attention to writing more in more venues where retainer-based relationships with product vendors may be problematic. So, going forward, my relationship with product companies — if any — will be media-oriented: if Podio wants me to head up a lecture tour, I’m in; if IBM wants me to write a series on the future of innovation, great; or if Salesforce wants me to speak at a conference, fine. And if a tiny start-up wants some advice, I will likely direct them to the nice folks at GigaOM to set up a phone briefing, or a half day of consulting. But that will be of short duration, involve no stock, and I won’t even be negotiating the rates.

Yes, I have a thin folder of stock certificates from product vendors (very thin!), which I intend to keep. But I won’t be adding any more, and I’ll disclose any financial interests I might have when talking about one of those companies.

I am at heart a researcher: I am driven to find out who’s innovating, what’s happening, and where is it all headed. And I like to supply the whys, and share them with others. So, I am planning to spend my time on that, and leave the rest behind.

Shooting From The Hip Is Not Strategic Thinking

I read this piece by Liz Webber, and I thought about so many terrible meetings in the earlier part of my career. Why are meetings generally of low value? One reason is that executives aren’t really prepared for them, and they wing it:

Leaders Need to Learn to Think So They Can Speak the Truth Clearly by Liz Weber | Switch and Shift:

I’ve observed far too many staff meetings and planning sessions in which the leaders ramble on about the teams’ failings, lecture individual employees, or otherwise berate the teams on theoretical, non-specific changes needed. Are their comments interesting? Somewhat. Helpful? No. Demoralizing? Absolutely. So why do leaders continue to do it?  From my perspective:  it’s habit; it’s quick; and most importantly, it doesn’t require any work or change by the leaders. The leaders spew and the employees are expected to react.

Here’s the real problem though, in these situations, the leaders aren’t viewing their responsibilities correctly.

The leaders in these circumstances view the employees as pawns, workers, doers or some other beings that work to produce the organization’s services or widgets. The leaders lead; the doers do. That’s fine in theory, but if leaders truly want doers to “do” at a higher level, the leaders need to learn to lead at higher levels as well. And, that takes time, work, and changes on the part of the leaders first. And that requires the leaders to think, to analyze their current situations, to assess the various drivers of the problems, to assess their roles in creating the situations and drivers, and to assess the teams’ actions, reactions, and needed new actions.

After all of that thinking, the leaders need to develop clear ways to communicate those thoughts to their teams. It means the leaders will have thought, specifically, about what they want and need to say so it’s truly helpful to their team members.

They’re no longer just spewing ideas and words and expecting the team members to form some meaning from them. They no longer practice the behavior of: You need to figure out what I’m trying to say because I haven’t taken the time to get my thoughts and words straight before I open my mouth. 

The best leaders listen more than they talk, and when they open their mouths 90% of the time they are asking questions.

Jive Claims To Have ‘Invented Social Business’?

Looks like Jive is blurring the meaning of ‘inventing’ social business. It is my recollection that Jive was the first vendor to use the term. In fact, a few years ago when I held a one day colloquium on social business in NYC, called Social Business Edge (videos still online here), I got pushback from more than one company about sponsorship since the term ‘social business’ was so linked to Jive people suggested I was helping Jive’s marketing, although JIve wasn’t even a sponsor.

But coining a term is not the same as ‘inventing’ what it has come to mean, guys.

I need to take a look at the new Jive offering, their chest-thumping notwithstanding.

worktalkresearch:

My keynote at the one day Social Business Edge colloquium I hosted in April 2010, setting the stage for an amazing group of guests: Baratunde Thurston, Joshua-Michele Ross, Euan Semple, Jay Rosen, Debi Kleiman, Lee Bryant, John Hagel III, Dion Hinchcliffe, Amanda Mooney, Deanna Zandt, Adina Levin, Jemima Gibbons, Venessa Miemis, Rob Key, and Jamais Cascio, and poor Micah Sifry who was trapped in Germany, and couldn’t make a video.

What I find so interesting — or frustrating — about this talks from 2010 is how topical it all seems, two years later.

(If you wait to the end, you will get access to the entire series.)

Alistair Rennie: Social Business Myths Debunked

Alistair Rennie of IBM lines up a few social business straw dogs, and lights them on fire:

Myth #1: Social business doesn’t have clear ROI

Social business is not just a catchy tagline; it offers real value to companies. Social businesses can drive higher revenue and profit, improve customer service engagement, enable better employee collaboration, and drive more effective marketing campaigns. The Dachis Group recently published 101 Examples of Social Business ROI.

Any chance to better engage customers and connect employees - whether it’s to solve a problem or address a customer need - can drive operational efficiencies and innovation, which ultimately improves financial performance.

Rennie rounds out his list with these (one of which I am going to disagree with):Social is a new idea, Social business is just an IT project, One single tool can transform an organisation into a social business, It means getting a nice presence on Facebook, Twitter, or Google+.

I buy all that Rennie says about tools. Yes, social business is more than social media and the use of open social networks. Social business is much more than rolling out a work media solution, or even rolling out a bunch of social tools. But social business is not really old wine in new bottles, as Rennie argues:

Social behavior is not a new concept – it simply implies living and working in a community instead of being isolated. What’s new is the emergence of platforms to create a setting and values that are intrinsic to a community. Values such as: sharing of ideas and expertise in real-time, establishing a sense of purpose and trust, and developing assets that can be reused for years to come through enablement of a collective intelligence.

Business is inherently a social discipline. Every day we collaborate and share information with colleagues, customers and partners. The question is how effectively are we carrying out these practices? Through social business, companies can evolve cumbersome daily operations into dynamic and efficient practices that move the needle on any project.

As part of this transformation, a company’s evolution into a social business goes hand in hand with its progression into an insight-driven culture, which hinges on leveraging deep and pervasive analytics. For example, companies that use analytics for tracking social networks and examining the resulting sentiment about their organisation can better act upon this information to improve business processes and meet customer needs.

We have only a few years experience in working through and with these solutions: we are learning on the job how to work out loud.

This is what I call the ‘business has always been social’ argument. Yes, we have always lived in social groups, and companies are made up of people. But trying to argue from that that business has always been social, is like saying that any group of people is a choir because everyone knows how to sing, a bit.

Basing the communication patterns of business on social networks is radically new. First of all, we didn’t have technologies to support it, really, until quite recently. Perhaps more important is the transition from work being principally channeled around relatively fixed and top-down business process and organizational structure, and being supplanted by relatively fluid and bottom-up creative work and social ties. And just as critical is that we have only a few years experience in working through and with these solutions: we are learning on the job how to work out loud.

But this may be a matter of emphasis. The two poles of this dimension differ tremendously, but for a company somewhere in the middle, even one becoming progressively more social over time, it may be hard to draw a line and say ‘now we have transitioned to being a social business’. While the differences between the end points are great, the incremental nature of changes along the way may lead people to think that social is what the company has always been up to. But it’s a ‘topical illusion’, if you’ll pardon me for punning.

‘Corporate Rebels’ Is Not An Oxymoron

Peter Vander Auwera, from Swift, is trying to bring together ‘corporate rebels’ into a working group, and see where that leads:

People call you an instigator, a protagonist, a renegade, a pirate, a mercenary, a rebel, or an empowered employee. We know you for what you really are: a change agent who sees speed, change and innovation as the new corporate norm. We know because we are you. We know the challenges – and the excitement – of driving change in an incumbent or start-up company. We know what it means to go for “The Innovator’s Risk”

We call ourselves “Corporate Rebels United”.

[…]

The aim of “Corporate Rebels United” is to create a global community of extraordinary corporate change agents. It is not an academic exercise or research effort. It’s something deeply actionable.

Our mission is to build the most amazing community of corporate rebels worldwide to ensure that true change and innovation happens virally

The initial idea for Corporate Rebels United emerged when innovation teams of Alcatel-Lucent and Swift met and worked closely in the context of Swift’s Innotribe program. We were excited by the exchange of ideas and energy that emerged when like-minded folks came together. And that got us thinking about some big “what if’s”:

  • What if we could create a tribe of the best and most exceptional corporate rebels worldwide – people like us, people like you?
  • What if we could start leveraging each other’s ideas, energy and best practices?
  • What if we could design a movement to support each other when the going gets tough?
  • What if we could cross-fertilize and infect our organizations with the change-virus from within?

We want to identify exceptional people worldwide that already have an impressive impact on change and innovation in their corporations, no matter in what field or industry. The movers and the shakers. The do-ers of today. The ones who take initiative. Who create deep change from within. People who energize their organizations by leading from their true selves. The crazy ones. The rebels. The troublemakers. The ones who see things differently, and who are crazy enough to think they can change the world. People like you.

Our plan is to start small – 15 founding rebels cross-industry – because we want to ensure quality and resilience in the initial starters group. We’d like to get the spirit right from the start. We have scheduled a kickoff call on March 30, 2012 with 15 founding rebels. We will follow that call with an off-site meeting where we’ll jointly build a set of agreed upon principles and a longer-term action plan to open and expand Corporate Rebels United to a wider audience.

Being a prototypical corporate outsider, I have some questions about the tightrope walk that free radicals need to make when they operate in the corporate setting. But I am happy to help support folks like Peter, Luis Suarez, Dave Gray and Lois Kelly expand the discussion about the value of rebels.

I like Lois Kelly’s distinction between good and bad rebels:

And this graph shows why so many rebels, even the good ones, get fired, despite providing critical benefits to their corporate overlords. (Being a good rebel is like being a good witch: people are still afraid of you, even when you are working for good.)

Lean Back 2.0 Reviews ‘Social TV And The Second Screen’

Emma Gardner contributes to Lean Back 2.0, and talks about the fact that TV users are participating in lean forward and lean back behvaviors at the same time with the New TV model I discussed in the recently released Social TV And The Second Screen special report.

New report on ‘Social TV and The Second Screen’, Emma Gardner

The report finds that TV viewers are “increasingly likely to be using multiple devices at the same time. For example, watching a conventional TV screen while texting a friend on mobile phone, or discussing the show or game with friends on Facebook.” Boyd asserts that TV is becoming less like a main stage, and more like a backdrop for people to engage in social interaction. 

As TV viewing habits change, so will advertising. Boyd believes that the days of the 30-second TV commercial are nearing an end:

“New advertising models — ones that are much more aligned with web advertising models — are already emerging on the second screen, and these will lead to a rapid decrease in the profitability of the Old TV model as ads playing on the dumb TV device are displaced by ads and other forms of participative sponsorship on the second screen: on users’ smart phones and tablets.”

When I recently spoke with Annette King, chief executive at OgilvyOne UK, she reiterated this shift toward second-screen advertising, offering a tangible (and delicious) example. Let’s say that Jamie Oliver is making a special truffle recipe on his television show. King imagined an ad where you might “use your tablet to find out where truffles grow in the world or how to make Jamie’s recipe.” 

This intersection of leaning forward and leaning back might have profound implications for the publishing industry. Could magazine apps start to complement TV shows? I could imagine a travel magazine partnering with the Travel channel to offer viewers articles and trip recommendations. I’d certainly watch Anthony Bourdain travel to Lisbon while simultaneously looking up the best Lisbon eateries on my Travel and Leisure iPad app. 

I think King is onto something: we will see these new synergies, and the connecting of print media with the user experience of social TV, and cooking and travel are delicious places where this will happen soon.

Death By Powerpoint, Resurrection By Tablet: A Guide For Workplace Revolutionaries

I was pinged by a friend, alerting me to the release of a new ebook, called (ambitiously enough) Death By Powerpoint, Resurrection By Tablet: A Guide For Workplace Revolutionaries. This work is authored by Todd Barr of Alfresco, in collaboration with an old friend, Venkat Rao. (You can learn more about the book, at the OccupyMeeting site.)

The thesis of this short book is that we can free ourselves from the soul-killing pain of pointless and badly-coordinated meetings courtesy of the power latent in tablets:

Ordinary technologies conform to existing realities. Disruptive technologies reshape them. It is already clear that tablets are a disruptive technology on par with others that have invaded the workplace over the last century — typewriters, photocopiers, personal computers, email, laptops and smartphones. The only questions that remain are when and where the revolution will start. Our candidate? Meetings. Today, PowerPoint rules. Tomorrow, the tablet will.

I think there is some meat in what might just be considered an hors d’oeuvre: thinking of the business meeting as the fulcrum of pervasive business change, and the tablet as the lever.

The concept of building business change around tablets is very intriguing. I will refer to this body of thought as tableture, for tablet + business architecture (not to be confused with the musical notation), and I will be on the lookout for more about this theme.

Anti-Case Study: Parsons Drops Yammer, Likes Jive’s Wow Factor?

PCWorld has a piece by Lauren Brousell that is very odd, on several levels. Entitled Desperately Seeking the Right Social Enterprise Tool? it is a recitation of a discussion with Scott Carl, the CIO of engineering and construction company Parsons, about his experiences to dat with work media tools. He relates the experience of having tried Yammer for some time — over two years:

“We are cost conscious, and we were not purchasing a more advanced tool because of cost,” he says. The tool pulled in 3,500 users, including Parsons’ CEO, over the first two years of the pilot. But after that, adoption and activity slowly started to flatline. “We were scratching our heads,” he says. “We had several thousand accounts, but no one was using it.”

Yammer was initially adopted by HR with young staff in mind, but when adoption began to plateau, Carl examined what employees were actually doing and discovered what the problem was. He observed that it was seldom that people were actually posting and interacting even though the amount of registered users was strong.

“We were still heavy with employees that were [just] typical listeners. They didn’t collaborate,” he says. Carl didn’t see any changes in how much email or how often employees used IM either. “We wanted Yammer to show us the best practices for team collaboration and we wanted to say this is how we can collaborate and eliminate all the email we receive,’” he says.

As a last ditch effort, Carl tried to boost the number of active users by developing other use cases for the tool—such as idea management and collaboration between internal and external clients. “We wanted people to innovate, put good ideas into the tool, and be able to shape the idea and use it as a business proposition,” he says.

But Carl eventually concluded that Yammer didn’t meet his requirements and decided to reevaluate what he was seeking in a collaboration tool and consider other vendors. “We realized we needed more than just a social blogging tool and felt Yammer didn’t even do that very well.”

At this point, Scott has no solution in place, and is apparently ‘leaning toward’ Jive’s solution. But the reasoning for that lean?

Carl has just begun testing Jive and is planning a presentation to his executive team about its financial and business value. He says that so far, the amount of features and depth of the user interface were immediately better than Yammer:

“There’s a wow factor with Jive. You can see everything better than you can on Yammer.” Carl is only in preliminary negotiations with Jive but anticipates moving forward with them.

No offense to Jive, but a Wow factor is not some proof that the technology is going to meet real business needs.

No offense to Jive, but a Wow factor is not some proof that the technology is going to meet real business needs. More importantly, an organization that fiddled with a work media solution and rejected it is likely to be stuck in an existing, email communication model. The fault here is likely not to be Yammer, but Parsons culture.

This is like an anti-case study.

Some of the questions that might of been asked, so that we could learn from it:

  • Did Parsons have a community manager for the effort? 
  • Why is Yammer associated with ‘young staff’?
  • Was the adoption of work media a part of some larger social business initiative?

I am not the only person who found this an odd post:

Three Lightweight Work Media Tools Integrated With Dropbox

I am a great fan of Dropbox, the file sharing service. I keep nearly all the files that I use within Dropbox, and I share them with others in many ways. I have a Dropbox Pro 100 account, with an additional 32G from referrals, and I have the setup where I can delete files on my hard drive, but they are still accessible in the cloud.

Recently, I have been experimenting with lightweight work media tools with Dropbox integration, hoping to get the combination of Dropbox as a shared (and private) repository and the capability of coordinating work with various partners, where any files being shared would be managed in Dropbox directly.

In this concise report, I am looking at Chatbox, PandaDesk, and Refinder.

Chatbox

Chatbox is perhaps the lightest weight work media tool possible. It is purpose-built to add an activity stream of chat-style updates to shared Dropbox folders. It was a weekend hack, and only runs on Mac OS X.

You download the app (Mac OS X only), and once it is running you have a new icon in the Mac toolbar:

This gives access to Dropbox shared folders (which might be worthwhile all by itself), as well as those which have been chatted up recently.

Once a Dropbox shared folder is selected, a Chatbox opens for that folder:

And there is control-click access to Chatbox through the finder, too. If you select your Dropbox folder and control click you’ll see ‘Chatbox’ as an option, and that leads to the top-most Chatbox, for the entire Dropbox folder, with all subordinate chat aggregated:

You can see that the nested folders’ chats are directly accessible by clicking on the chat icon, on the right, and the folders themselves can be opened by clicking on the folders’ names, to the left.

Bottom Line on Chatbox

Free, easy to install and use, but limited to Mac OS X. The folks behind the app, Oursky Liimited, haven’t updated the app in a year, but they have moved ahead with the basic idea and created PandaDesk.

PandaDesk

After their experience with the useful but minimal Chatbox, Oursky’s team developed PandaDesk, which is a browser-based solution with more functionality.

Dropbox integration is nearly automatic: once the pairing of the Dropbox and PandaDesk is completed, each PandaDesk project automatically creates a Dropbox subfolder within a top-level Dropbox folder. In my case the toplevel folder is ‘stoweboyd.com on PandaDesk’ and the subfolders are based on the project names.

This is a project called Work Media Reports. On the left is the activity stream, where I’ve done just about all that can be done in PandaDesk. At the bottom, you see what happens when I add a file to the associated Dropbox folder on my hard drive: it appears in the project, and can be commented on. I next created a task and assigned it to myself. At the top I created an update and attached a file from my desktop: note that the file was automatically added to the associated Dropbox folder, as well.

To the right there are a few project capabilities, like an announcement for the project (I didn’t add one), a list of team members (I am a solo on this one), an address for posting emails directly to the project, a control to change notifications, and a control to archive or delete the project.

Bottom Line On PandaDesk

PandaDesk supports messages (updates), tasks, and files: the minimal viable work media feature set, and has a truly seamless integration with Dropbox. 

I am a bit concerned that Oursky still hasn’t implemented a search feature, which suggests that their momentum on the project may be slowing. However, it is a free, intuitive, and lightweight work media tool, well-suited to small teams or anyone who wants a work media layer residing on top of Dropbox.

Refinder

I think if you left it up to Leo Sauermann, the innovator behind Refinder, he wouldn’t even classify the tool as being a work media solution. He is more interested in helping users manage and share complex collections of information, and as a result his Refinder app doesn’t have projects as its main contextual division, but collections.


To the left is a list of the most recent collections (or projects, the way I think of them), an my activity stream in the middle. At the top center is a field to create a ‘thing’ — such as adding a task — and placing it in one or more collections. These information objects — including tasks, updates, bookmarks, files, questions, locations, contacts, organizations, and topics — can also be created within the context of a collection.

Some aspects of the tool show how young it is. For example, you can create contacts (or ‘persons’) but you can’t associate email addresses or phone numbers with them. Topics are treated as if they are bits of information like tasks or updates, but they really are stand-ins for tags, so I have been told that topics are going to be totally reworked in a later version.

A Refinder collection has various controls in the top (as shown in the bottom in the image above), such as an email address for sending email to the project, and the ability to connect various apps to the collection. As you can see, I have connected Dropbox to this one. Other apps include Google Docs, RSS feeds, and Twitter streams, which I have not experiemented with, yet.

Each collection has its own activity stream, and controls to filter and sort the items in the collection and different displays. In this collection I have added a few files — either directly, by email, or via the Dropbox integration — and added notes and tasks.

The Dropbox integration works on a collection basis: you attach a specific Dropbox folder with a specific collection, and a background task periodically runs, adding any files to the collection. However, files added to the collection directly — by uploading from your desktop or by email attachment — are added to the private store of the collection, and NOT added to the Dropbox folder. My sense is that most people will want all files to be placed in the Dropbox folder if one is set up to be linked to a collection.

Because Refinder is more a semantic information management tool, a great deal of its functionality is oriented toward filtering and selecting multiple information items, and adding them to collections, or associating them to other ‘things’. Locations, for example, are managed as independent things, which can subsequently be associated with persons, or organizations. But this is harder for my head to get around than simply having location information in each person or organization item, without all the semantic networking.

Conside the example below, where I have selected two notes in my Ungrounded Research collection:

In the current implementation, I can related these items to any sort of object, like a file or a task. One obvious use case is to tag these things, and Refinder’s Topics can be used in that way, but they don’t feel like tags. For example, they aren’t displayed like tags at the foot of the items: you have to click on the refinder icon at the bottom, and then you are shown a list of all related things. I would rather have plain vanilla tags — which I would use all the time — rather than a totally general way to relate anything to anything.

Bottom Line On Refinder

Refinder is perhaps miscast as a work media tool in this analysis, but it would make a perfectly credible entrant in the market for light weight work media tools, given a few tweaks.

The Dropbox integration works as advertised, although I think that making it more uniform — so that all files added to a collection by whatever means would wind up in the associated Dropbox folder — but those wanting that model can simply add the files to the Dropbox folder, and all’s well. I haven’t explored the other integrations, but they are the one that many people would want, and shows a way that the tool could be extended to support other integrations, as well.

Some of the ‘things’ are at an immature level, or not well thought out for the work media context. Topics in particular need to be either simplifed into tags, or maybe tags could be added independently.

In the few weeks since I have been experimenting with Refinder, the team has implemented several new capabilities — such as the email posting feature — which suggests that the product has momentum, and is likely to become more mature very quickly, as new users start to recommend desired product features, as well.

Final Thoughts

Dropbox has developed a large ecosystem of developers building a broad range of solutions. In my personal use, I share folders with apps on my iPad (like Notability), my iPhone (like Nebulous), and tools like those reveiwed above on my Mac. The ability to get at the bits and pieces across all these devices and tools is extremely helpful to me, but basically means I have to operate at the file level with Dropbox.

I would like to see lightweight tools like these that integrate with the other critical information tangles in my work life, like Google Calendar. Just as I have a Dropbox folder associated with every project in my work media tool, why can’t I have a corresponding calendar for events? Or a Google calendar task list for tasks? Or capture bookmarks with a specific tag from my Pocket account (formerly Read It Later)?

My life is a collation of information in dozens of tools, instead of a single tool to capture and control all the information in my world. So tangled things, loosely coupled is the way to go (with apologies to David Weinberger).

About

Web anthropologist, futurist, author. My focus is the future, and the tectonic forces pushing business, media, and society into an unclear and accelerating future. (More.)

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