According to the latest research, every internal communicator displays up to 12
standard IC competencies to a greater or lesser extent. Sue Dewhurst and Liam
FitzPatrick of Competent Communicators explain these groupings of skills,
knowledge and experience.

Quelle: Twelve competencies for internal communicators (.pdf)

Ziele unseres IntraWeb 2.0 sind u.a. die Loyalität und die Bindung der Mitarbeitenden zum Unternehmen dadurch das Commitment zu stärken und die Performance zu verbessern. Dadurch ergibt sich im Optimalfall langfristig ein “competitive advantage”.

Das liesse sich wie folgt darstellen. Einfach einmal als Versuch:
Employee Loyality x (Potential + Possibility + Collaboration) = Commitment + Employee Performance 

Die Formel von Dave Ulrich hat mich inspiriert:
“Intellectual Capital = Competence x Commitment”

Let’s think about it…

Building Ambidexterity Into an Organization
http://sloanreview.mit.edu/smr/issue/2004/summer/08/

Intellectual Capital = Competence x Commitment
http://sloanreview.mit.edu/smr/issue/1998/winter/2/

The 12 Different Ways for Companies to Innovate
http://sloanreview.mit.edu/smr/issue/2006/spring/14/

Enterprise 2.0: The Dawn of Emergent Collaboration
http://sloanreview.mit.edu/smr/issue/2006/spring/06/

Building Competitive Advantage Through People
 http://sloanreview.mit.edu/smr/issue/2002/winter/3/

Bei Bob Warfield und Redmonk finden sich Analogien zu meinem nicht weltbewegenden Finding fürs IntraWeb: “Web 2.0 is People! It’s People!”. Meint ja im Prinzip das gleiche wie das auf das IntraWeb 2.0 bezogende Finding: “Networks are not connecting employees, employees are the network” . Man könnte wohl auch sagen: “IntraWeb 2.0 it’s not about technology, it’s about employees.” oder “IntraWeb 2.0 it’s not about technology, it’s about collaboration.” Ev. “IntraWeb 2.0 it’s not about technology, it’s about designing the  employee 2.0″.

Weitere spannde Zitate von Bob Warfield:

“Because Web 2.0 is about collaboration and not just technology, it involves a lot of behavioural themes.”

“If you succeed in creating software that gets people collaborating when they haven’t before, I think you’ve earned the Web 2.0 honorific. ”

“Behavioural factors begin to edge into collective behaviour and hence Malcolm Gladwell’s wonderful book, The Tipping Point. Persuasion is necessary mechanism for securing agreement to collaborate, hence Robert Cialdini’s excellent book, Influence, the Psychology of Persuasion also informs us, as do the teachings of modern marketers and business strategists. “

“However, they also warned corporate Web 2.0 champions to steel themselves for resistance to the use of blogs, wikis, mashups, social networks and other tools — especially from IT organizations.When Adam Carson, an associate at Morgan Stanley, first began pushing the use of Web 2.0 tools, he faced a major obstacle in the New York-based investment bank’s 10,000-member IT department. “Most of our IT department didn’t get it,” he said. “This was all new to them. They had just been stuck in the world of enterprise IT.” Mehr…

“FlowThere are three key concepts in driving flow:

Kanban - literally the “card” that allows material to flow in the Toyota production system. But what this really represents is the way information is organised - Kanban cards only flow when material is required at the next workstation.

Just-In-Time (JIT) - the idea that not just production, but all material, is delivered “just in time” where it is needed. The main driver of the JIT process is that to make this happen, the systems have to be aligend so that all the items.

Kaizen - “continuous improvement” - understanding that any system is dynamic, and that the first steps will drive the next steps. In addition any system shifts over time, so needs to be altered rather than set in stone.

This is the “big picture” side to lean strategy- Attaining Flow:

“Just in Time” means connecting up the whole supply chain, so the information flows freely. In concept this means amalgamating the emerging Web 2.0 concepts (Trusted identity, social nets etc) being proposed in Vendor Relationship Management (VRM), Customer Relationship Management (CRM) - and not just for the enterprise, but along the supply chain. Old hands will recall the lessons of the Beer Game - if information only flows partially along the supply chain, imperfect decisions are made about ordering, provisioning, tinventory holding - leading to “boom-bust” cycles.

“Kanban” takes the concept into the Enterprise’s “shop floor” - this is not just physical production, one of the benefits of digital information is that it is possible to track the production of digital goods too - the idea is to make workflow very clear, very visible so that if there are problems they can be rapidly acted on. In the Web 2.0 environment, this means allowing applications such as wikis to collate work, plus “user generated c” and cross- organisational “wisdom of crowds” to surface. Clearly internal social nets will be useful tools, especially given the structure of lean organsiastions around cell based workgroups (of which more later)

Kaizen - continuous improvement - is a philosophy rather than a technology, and maps closely to the Web 2.0 idea of the perpetual beta. In an Enterprise world the original offering probably has to be more complete initially than a consumer solution, however.” Quelle