- Research Feature
- Read Time: 26 min
Internal knowledge markets can facilitate information sharing within large organizations. The trick for executives is figuring out how to make them work.
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CIOs who learn to balance formal and informal structures can create global IT organizations that are more efficient and innovative than organizations that rely primarily on formal mechanisms. Organizational network analysis provides a useful methodology for helping executives assess broader patterns of informal networks between individuals, teams, functions and organizations, and for identifying targeted steps to align networks with strategic imperatives.
There has been enormous progress in embedding the use of analytics at lower levels of companies. But according to Thomas H. Davenport, professor at Babson College and one of the best-known thinkers about analytics and business intelligence, the upper levels of companies haven’t kept up.
Innovators tend to think that information technology systems are too orderly and controlling even to cope with the messy process of innovation — much less enable it. But as some leading companies show, smart managers bring the whole IT menu to the challenge.
This 2010 article explores how large, loosely organized groups of people are working together electronically in surprisingly effective ways — sometimes without even knowing it. To take advantage of the new possibilities and potential of collective intelligence, managers need a deep understanding of how these systems work. The authors employ an analogy from biology and call the building blocks that are combined and recombined in various ways the “genes” of collective intelligence systems.
Social web platforms don’t thrive by magic. They can succeed only if they attract the right individuals, motivate them to act in the right ways and empower them to know and trust others in the network. That’s where online reputation systems come in.
A fundamental shift from push to pull is not limited to marketing; it’s occurring in all aspects of business, from human resources to research and development. A new book argues that companies need to adapt to this change.
MIT’s Andrew McAfee has a new book that looks at Enterprise 2.0 tools as a way to span organizational networks. In an interview, he talks about the wide variety of organizations that are embracing the collaborative use of technology, the upsides of being able to identify who knows what, and why managers should be interested in Facebook.
Best practice in product development (PD) is migrating from local collaboration to global collaboration. Global product development (GPD) represents a transformation for business, and it applies to a range of industries. The objective of this article is to present frameworks that can help companies address strategic and tactical issues when considering GPD. The concepts have been developed through discussions with more than 100 companies in 15 countries in North America, Europe and Asia.
As sustainability affects how the world works, so will it affect how business works in the world. Here are eight changes that smart managers are already talking about.
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