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The CTO of Tata Consultancy Services describes how he learns from his organization’s collective intelligence.
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Social networking inside Tata Consultancy Services helps people access the full breadth of the organization’s collective intelligence in lightening speed, says K. Ananth Krishnan, TCS’s chief technology officer.
“Open-source projects and grassroots collective action are important sources of inspiration for 21st-century civic engagement,” says a new report, “Connected Citizens,” by Monitor Institute and Knight Foundation. The report looked at 70 projects and highlights five patterns for good network building.
The Web has made it easier than ever to reconnect with long-lost professional colleagues. Does it pay to do so? New research says yes — and suggests that every smart manager will try.
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.
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.
MIT Sloan’s Thomas W. Malone, author of The Future of Work, says that the smartest companies will use emerging technology to tap the power of many. Wikipedia and YouTube are the best-known examples of “collective intelligence,” where many people create a lot of different things independently. “Executives and everybody else knows about the new kinds of technologies that keep popping up,” says Malone. “But there’s a key perspective that a lot of people don’t really get yet, which is that these new technologies change the essence of organizations.”
When it comes to knowledge sharing among R&D employees, professional reputations matter — but the chances of successfully garnering information from a colleague increase if the information is important.
Information markets, wikis and other applications that tap into the collective intelligence of groups have recently generated tremendous interest. But what”s the reality behind the hype?
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