![]() It is designed to be robust and secure, and appropriate for company-internal communication. They should also be able to use the same tools inside the organization.Īt our recent Enterprise 2.0 Executive Forum, one of the showcased companies, Janssen-Cilag, an Australian pharmaceutical subsidiary of Johnson & Johnson, gave us a snapshot of an internal tool they’ve developed called Jitter (see Nathan Wallace’s presentation and resources on his blog), which is essentially Twitter for the enterprise. Effective professionals are already tapping their external networks using Twitter and other tools to do their work better. Sam essentially suggests using Twitter internally only for proprietary or company-specific issues, and externally into the wider community for issues that can be shared. Sam Lawrence of Jive Software has done a nice piece titled Twitter: A two-way social computer, illustrating his ideas with the image above. So the question arises as to whether Twitter should be used as an organizational tool. Twitter in particular is already used within communities to ask questions and get ready responses, and many Twitterers will attest they have got great answers to pressing questions. ![]() However now that a whole layer of new communication tools has emerged, there are new possibilities. Certainly the highest leverage approaches to connecting knowledge effectively are in enhancing organizational networks, in terms of how well people know each others’ expertise and have strong social bonds. ![]() People’s email inboxes have long been so overloaded that broadcast emails are rarely welcome. In many cases companies used broadcast emails to get help. The early knowledge management systems were largely based on broadcast systems within organizations to be get help on particularly issues. It is far more efficient and effective for people to be able to identify the most likely people to help them rather than barraging everyone with the one query and hoping that someone will respond. So knowledge workers’ productivity is strongly related to their social networks, in terms of who they know who can help them, and whether there is sufficient trust and reciprocal value in the relationship that they get a response. The research showed that in an organization, people were five times more likely to go to people than to databases to get answers to their questions. In organizational network analysis circles, an MIT study on how people find information is often cited. Developing Knowledge-Based Client Relationships.Living Networks 20th Anniversary Edition.Innovation strategy for boards of directors.
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