100% Engagement on your Yammer site: How is this possible?

In our last blog post we reported that the average engagement score on Yammer platforms was around the 20% mark. Given that many of the organisations in our sample are mature users, how could one possibly hope for 100% engagement? Well, we think the answer is simple. And that is to drive Yammer usage to the level that real work gets done; and that is to the Team Level. In a nutshell, here is the maths…. Okay, it might be easy for us to say just drive Yammer use to the team level, but how do we convince them to…

Why 90% of Organisations would NOT Survive a Digital Disruption

Really? 90%? Well, let me qualify that and say that 90% includes those organisations that also try to take advantage of a digital disruption opportunity and are not successful. Nevertheless, it’s still a big number, so here is how we are justifying it. We provide some compelling  ‘reality data mining’ analysis to support our case. Surviving a Digital Disruption will require a major change in the way organisations currently work Not as controversial? Well let’s look at how Organisational Change guru and Harvard Professor John Kotter sees it in his recent book XLR8. He bemoans the fact that some 70% of major…

Communicating Diagonally: New Value Pathways via Enterprise Social Networking?

One of the keystone value claims for implementing an Enterprise Social Networking (ESN) platform like Yammer, Jive or IBM Connect is facilitating horizontal communication paths across the enterprise. Traditional organisational hierarchies have proven to be poorly suited to sharing information and knowledge sideways, as designed communication pathways at the base of the hierarchy would have information move vertically upward before moving across and then downward to its waiting audience. A lot can happen to an intended message as it makes this tortuous path, often resulting in a poor communication result. But what about “Diagonal Communication”? By this we mean communication…

Social Physics: Oxymoron or Big ‘Social’ Data Tipping Point?

I’ve long been a fan of Sandy Pentland’s work at the MIT media lab. Pentland is perhaps best known for his ‘social tags’ used for monitoring individual human interactions to identify those interaction most associated with productive teams. When his new book “Social Physics: How Good Ideas Spread – Lessons from a New Science” coincided with the Easter holiday break, what better way to spend the break than to consume another Pentland tome? The title “Social Physics” in itself is notable as Pentland’s desire to a put a name to what he is doing, that is, identifying social interaction patterns…

Leading from the Bottom

We have been long-term advocates of J.B. Quinn’s inverted hierarchy model for new service-led economies. Essentially, Quinn’s argument was that the vast majority of jobs in the developed world (around 80%) are now service oriented and competitive advantage now comes from having ‘best in class’ competencies. His inverted hierarchy emphasises the need for line management to “support”, rather than “direct” front line staff in services organisations. Since its publication in the 1980s there has been a plethora of supporting voices from all quarters. The Deloitte’s led study “The Big Shift”; and book on “The Power of Pull”; the MIT management…

What’s in a Role? Another relic of the industrial age?

How should organisations manage their workforces in the post-industrial age? How should roles be described? More importantly, how does one assess whether a role is being performed adequately or not? Think about how workforce planning is being done in your organisation. Traditionally the human resources department will sit down with senior executives to map out the types of roles and positions the organisation needs to maximise performance. These named roles will typically be accompanied by a role description. There even may be a set of named competencies attached to these named roles. Having set up the ‘template’ for the identified…