Sunday recap is a way for me to record items I came across the Web during the week. It acts as a permanent home for things I want to explore more or reflect upon. It was inspired by Harold Jarche’s PKM Mastery class I took in 2014.
Collaboration and Organizational Design
— Christian Buckley (@buckleyplanet) January 20, 2015
Organizational design has a huge impact on decision-making and collaboration, and both reflects, and often creates, the level of collaboration and autonomy with and amongst the workforce. Culture may eat strategy for lunch but decision-making, reporting and budgeting structures can either birth or strangle both culture and strategy with both hands tied behind its back.
Responsive Organizations take Practice in Networks by Simon Terry.
A theme of my work and this blog is that large scale transformative change in organizations requires sense making. Employees must be able to make their own personal sense of change and connect it to personal purpose, knowledge and experience. This theme underpins the Value Maturity Model, the focus on leadership as a way to aid sense making and the emphasis on learning and experimentation. Sense making also highlights the importance of practice.
Delve, Microsoft’s next generation search solution, is a core component of Office 365. The video below provides a quick overview…
The following blog posts provide some ideas on how to use Delve and a tip on how to extend Delve.
“Getting all documents from a Delve board using the Office Graph” http://t.co/cyRx7bQQdp
— Mikael Svenson (@mikaelsvenson) January 18, 2015
The following Q&A from SharePoint MVP’s Christian Buckley and Marc Anderson discusses the changing role of the IT Pro with Office 365.
I often say that SharePoint implemented well changes how people work. Those changes ought to be positive, but they can be negative. In other words, it is possible to make the organization work *worse* if the implementation is not done right.
As we head into the cloud era, where commodity tasks are taken care of by others, we are going to need to have even more problem solvers inside organizations. Those people should act as internal consultants – rarely saying no – to drive process improvement and business performance. Unfortunately, I think people who excel at these roles are quite rare. Those who are good at it tend to have a decent amount of experience, familiarity with the subject matter (possibly to the SME level) and a high level of adaptability. In other words, they do not tend to come cheap.
It is more important than ever for organizations to build these capabilities internally and nurture them.
— The How (@thehowco) December 9, 2014
The word “startup” often brings to mind an image of two people working in a garage in Silicon Valley. But there’s a more useful definition laid out by my business partner, Eric Ries, who coined the term Lean Startup: “A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty.” I’ve emphasized the last two words, because I want to underscore that in this definition, what determines a startup are the unknowns a new product faces—not the age, size, or sector of the company.
In other words, in Lean Startup terms, a startup is a group of people working on a risky new product, even if that group of people works for Exxon or the US Marine Corps.