11.23.2009
Is Obama the second coming of Nehru
11.18.2009
Collaboration - don't tie me up, don't tie me down
- Manage my identity - how about you start by figuring out how I can use my organizational ID all across the cloud, without being forced to register by each service provider? Is OpenID the answer? Can my external stakeholders use a common ID across all organizational sites/services? Can you find me something else
- Let me easily register with the organizational search (without throwing a long rule book at me that bars everything I do) - sure the enterprise search engine you are rolling out will be wonderful, but can you please extend the definition of your 'enterprise'? Can I start a new service in the cloud and one-click to register my portion of the service (let's say my wiki) with the enterprise search engine? Would that solve your silo problem at all
- Track behavior and connections - do you have a CRM like solution that can track me and my connections across all the environments we use, including the cloud (when I'm in my organizational guise) and provide services that cater to my whole online personality (rather than its fractured versions on different websites)
- Unify my experience - sure I work across a wide variety of tools/platforms as do a lot of folks/departments I work with? Can you help me create a single window into all of these
10.28.2009
Collaboration -- it ain't me I'm looking for
Think about it this way - collaboration isn't about you, it's about others. It's about the people you want to collaborate and work with. It's thus not about the tools you use, it's about the tools they use. And a lot of them probably don't and won't use the putative best in class enterprise tool you select. The world just isn't as homogeneous any more. So is it really worth investing all that time and energy (and money) in that one tool that you think looks the best from inside your organization? Shouldn't you be open to using whatever the heck your partners out there want to use, as long as you can get your work done?
That, depending on your point of view, may sound a little immature or 'wild west' or ad hoc, but it may be your best bet to succeed in an environment that prizes flexibility, speed, and cost-effectiveness. You can't tie yourself to a tool and expect the world to fall in line.
9.28.2009
Learning to learn learning
9.17.2009
The last CIO
This is probably all well and good, and if you expect nothing more than 'people leadership, managing budgets, business alignment, infrastructure refresh, security, compliance, resource management, managing customers, managing change and board politics' from your CIO (as a recent survey suggested most CIOs define their jobs), you can stop reading now. If you reckon your CIO is the equivalent of a senior officer (say a Director), albeit with a fancy 'C' tag (and these tags are indeed being liberally distributed these days), you're doing alright. If however you view your CIO as a game-changer, you might be in for a little disappointment.
That really is the crux of the question (and it applies to every C level position). Does the work of your CIO confer competitive advantage to your firm - if the answer is yes (as it will be for many technology firms or for firms that rely on technology as a differentiator - think Netflix or Fedex or Walmart or Amazon or Goldman Sachs and other high speed traders), then sure you absolutely need your CIO. If however your CIO is just keeping the engines running (as many inevitably do or are hired to do), then you might want to pause for a rethink. Would a competent senior officer do instead? Especially as business has begun to clamor more incessantly for greater control over and visibility into IT? And the cloud has begun to creep into territory traditionally occupied by IT? And that business is less content to let technology constraints or preferences drive its strategic direction? And IT capacity has become notoriously difficult to sustain within organizations whose business isn't IT? Shouldn't then the smart CIO begin to work on preparing organizations for life without one - that would be an indisputable sign of success.
There is of course always another option - welcome on board a Chief KM Officer, and a Chief Learning Officer, and a Chief Change Management Officer, and a Chief Strategy Officer, and a Chief Communications Officer, and a Chief HR Officer, and a Chief Fun Officer, and a Chief Procurement Officer, and a Chief Business Process Officer, and a Chief...
Or stop and ask your CIO - can you use technology to set my firm apart from all my competitors? The answer still can be yes. In every industry and domain.
6.16.2009
3000 sites to Graceland
5.27.2009
An editor is not just a wordsmith
Continuing the occasional series on roles in design teams (see this post on the role of ethnographers, and another one on content strategists), let's talk about what editors do and what you should expect from them. The editor position is probably the least likely to raise questions about its function (unlike say ethnographers or information architects, whose roles are relatively unknown outside information design circles), but it is widely misunderstood (or rather 'under-understood'). To most people, editors are wordsmiths who smooth sentences, correct grammar, hold writers' style in check, ensure consistency and standardization, and, in some cases, convey a brand through language. That is all true and many organizations struggle to get even this right, but it is a very limited understanding of the role. Here are a few other tasks you should demand out of your editors --
1. Create an editorial agenda -- this is what newspaper editors do as a matter of norm, but few editorial boards within organizations/corporations are up to the challenge. Editors working with communications and strategy must embrace a pro-active stance rather than a purely reactive or calendric one. Good editors see content as business output that is either intrinsically valuable (as say news or literary content is), or that imbues other products with greater value (think restaurant menus!). Editors must constantly seek to place content at the core of business, rather than at its periphery
2. Shape content -- sometimes editors suffer from tunnel vision -- fastidious to a fault within a very narrow domain and energized by their restricted view (everybody has a story about gleefully maniacal editors defenstrating copies in which a lone modifier dangled inappropriately) -- but good editors are quick to understand that while correct grammar and style is important, it is the most fungible part of their job. Creative editors focus instead on how content is assembled, what meanings it conveys, how it engages people, and how it connects with other knowledge. The aim of an editor is to create better writers, not just correct(ed) ones
3. Broaden the scope of content -- the online editor has long understood that content is not just text or narrative information, and that data is a critical part of the content arsenal. Editors have also become increasingly multimedia savvy and audio-video content is de rigueur in many organizations. These are wonderful technical advances and many editors have done well to keep pace with them. The one area that still needs work is the answer to the question 'what is content'. Many editors are still content to answer it in the traditional way -- documents, articles, reports, etc. Fortunately, others have come to embrace a broader definition that includes user generated content, data from user actions that becomes content, third-party data and content that creates new content opportunities on an organization's site, mashed-up content, and more. Each of these requires as much editorial attention as more formal content does (that is why Amazon's user reviews are far more useful than those on comparable sites -- what reviewers write is only part of the story)
4. Create structure and methodology -- an editor's role extends far beyond what she herself does. Style guides are an obvious artifact that most editorial teams produce but stakeholder expectations go well beyond that. Editors help people understand how, when, and why to produce content; they answer questions like when is a content piece actually finished; they help people understand attributes that distinguish superior content from junk; and they establish and manage processes that keep the editorial room humming. A good editor helps create better content partners
None of this is to run down the wordsmiths (I was one, for a while!) but really, there has never been a better time to be an editor (the world's never been so awash with content!) and there are new opportunities for the taking every day. This is bucking up each one of you.