Open and clear communication is often a key success factor in the execution and delivery of projects of all sizes. Yet, we not always give it the attention it deserves. The guidelines below are particularly useful in raising communication awareness with newer team members when taking up new assignments or projects.
Continuous Communication – What to consider before you start, during and when closing each initiativeJanuary 12, 2014
The inability to iterate is a recurring characteristic of most large companies I worked with, and in my opinion is one of they key obstacles they face to allow innovation to occur. This becomes particularly visible and painful when solutioning for complex problems, to which the answer is not readily known.
The second characteristic that appears to go hand in hand with the first one, is that they all have a discourse of becoming more agile and innovative – even though all their processes, actions and funding models are geared towards the “build once & deploy” paradigm. There is obviously a gap between the desire to produce innovation and the infrastructures in place to support it. Under these structures, these companies become, at most, good at delivering against predictable problems – problems to which solutions are relatively evident and can be planned from back to be start. Although this is a great skill, it will not help the company successfully tackle complex problems that require innovative solutions.
This is one of the key reasons these same companies typically have less than ideal intranets and collaboration systems – because these are problems for which the use of the “build once & deploy” prescriptive solution approach will typically fail.
Allowing for iterations should be viewed as a strategic element for creating a sustainable ecosystem that suports innovation.
With the ever-growing sea of digital information within and outside our organizations, comes the natural need to be able to navigate through it all and find what we are looking for – or even better, have the right information find us. The power law that most of us are used to in the context of e-commerce also applies directly to search. The curve below is typical of any search application, showing a high concentration of “hits” on the most popular keywords followed by a very long tail of low hits (down to one time queries).
Understanding this behaviour is important in order to optimize and tune the search experience, as specific tools and techniques are available to deal with the different sectors of the curve. While the “head” is prone to manual intervention allowing content managers to bias known results to ensure higher relevancy, the “tail” is where more sophisticated search platforms can make a difference by surfacing the otherwise buried information in ways that provide insight to the end-users. A good enterprise search experience will, among other things establish a conversation with the user helping him or her navigate and drill down to the right information.
Below are some of these techniques, from an imason enterprise search presentation.
I am enjoying reading Andy McAffe’s “Enterprise 2.0” book. Here is a bull-eye type chart illustrating the SLATE concept (Search, Links, Authorship, Tags, Extensions, Signals) that summarizes what he calls the “Emergent Social Software Platforms” (ESSPs).