Tag Archives: Collaboration

28 Design Principles for a Microsoft SharePoint Architecture Community

Microsoft SharePoint Knowledge Community

EARLIER IN THE YEAR I was thinking about how best to establish a knowledge community for a team of Enterprise Architects. The tool of choice was Microsoft SharePoint. I started by laying out a set of design principles which I felt were appropriate for the community design to conform. Naturally this proved to be a very powerful and compelling technique and allowed many of the design decisions to be taken simply and collectively by exploring the sensibility and applicability of each principle.

Bill Gates delivering the opening keynote address

Bill Gates delivering the opening keynote address (Photo credit: – Deb -) background Microsoft SharePoint

Not all principles will apply in all scenarios, but those below will provide a useful starting point / thinking frame should you be presented with a similar problem. They should (of course) also be supplemented with SharePoint design best practices.

Please drop a note in the comments section if you find these useful, if you disagree with any of them, or if you applied different ones.

Microsoft SharePoint 2013 Step By Step

28 Design Principles for an EA Knowledge Community using Microsoft SharePoint

Name Description Rationale Implication
1 Open by default Access to content is ‘open by default’ Supports crowdsourcing, contribution and re-use outside of team Some restrictions are needed for some areas. There needs to be health warnings for open content that is not fully mature. Protectively marked content should not be stored where this would contravene security policies
2 Agile and Lean by Design Build for simplicity, use Agile techniques to build sophistication driven by identified need Development, maintenance and all other processes are Agile by default.Simpler to manage, quicker to provide a minimum viable product Start with a limited set of well-defined features and have a process and plan for expansion.Actions should be collated in a backlog and progressed using defined Sprints with clear Sprint objectives and ownership
3 Team based Knowledge Management There is no single knowledge manager. Knowledge Management is ‘collective’ This makes it scalable and ensures group participation Everyone must understand and support the site’s structure and purpose
4 Peer reviewed content Formally published content is peer reviewed and socially rated The team votes on quality and therefore has collective ownership of quality and its maintenance There is a mechanism for peer review and content ranking. There is a quality gate for formal publication
5 Self-contained The site should eventually represent a team toolkit Centralisation of important content saves time We tolerate some degree of duplication of content with other sources.This will be managed by referring to the sources and adding web-link libraries, or using a wiki tool to build an index.
6 Active lifecycle management Content is curated, weeded, developed, combined An inactive dump of content will soon age and will have limited value A content lifecycle management process and approach is needed
7 Variable Maturity and Quality We need to be able to harvest perfect and imperfect content and recognise variable quality and maturity of content Good enough is pragmatic, aiming for perfection too early will stifle knowledge sharing We need a mechanism and process to recognise various maturity and quality levels
8 Content is easy to find Content is easy to find through intuitive design, good structure, naming conventions and content categorisation and search We cannot have time being wasted through illogical or complex design Well-structured folders defined and setup.Tagging, search optimisation functionality in place.Categorisation of new content should be done by both uploader and curator.Right level of design put into the taxonomy upfront
9 Need for control increases with asset maturity Controls on mature content are higher than those on immature content Change management, content removal etc. must be more carefully applied to mature content to prevent loss Process for ratings and meta-data in place.Content maturity and importance is baked into the lifecycle management and communication processes
10 Trusted Associates Trusted Associates must be able to operate as part of the extended team Architecture may be developed outside of the direct area of the EA team and we need to be able support that and assist with content and delivery quality Some ‘associates’ will operate as de-facto members of the team.Where possible leverage the power of Enterprise Social Networks to help source content
11 Delivery Centric Delivery methodologies and content is central to the design objective Delivery quality and repeatability are key to driving scale and efficiency A central area of focus for this site must clearly be on delivery methodology and artefacts
12 Sales Centric A bid engine is created Speed, quality and consistency of bid responses needs to be actively managed Case studies, USPs, win themes etc. should be collected, centralised and actively managed. This should work for both internal and external customers
13 Innovation Centric Content and crowd-sourcing should be used to improve innovation and ideation Differentiating thought-leadership is essential to growth, both in size and in capability An innovation process needs to be defined and executed as part of the lifecycle
14 One tool As far as possible SharePoint should be used for knowledge sharing Knowledge spread across different systems is confusing and harder to manage Content needs to be centralised from other knowledge management/content repositories.Use of a central ‘knowledge hub’ needs to be part of our BAU DNA. All shareable content should be in SharePoint and this should be used on a daily basis, rather than mass harvesting at the end of projects.
15 Content ‘status’ is easily determined There is no guess work to understand the current status, quality and maturity level of stored content People need to quickly understand what they are re-using and what caveats / health warnings are placed on re-use of that content There needs to be a clear marking scheme and meta-data
16 Separation of original content Internal original content is clearly separated from external content If storing research / background content, this must not be confused with internal original content There should be clear folder structures and meta-data to prevent confusion of ‘research’ or ‘reference’ material with internal original material
17 Shallow learning curve The site will be usable with very little orientation A complex site with a steep learning curve is a barrier to use Clean and well-structured layout.Orientation session for new joiners / users.Simple training / intro pack for new joiners / associates etc. There should be a ‘how to get started’ section. There should be a ‘go to’ person or a ‘knowledge buddy’
18 Self-service Design for self-service use A self-service ‘kiosk’ will ensure people can speedily re-use content without placing onerous demands for support on the team Clean, well-structured design, open access, clearly marked content. Content should be self-describing and its status and caveats made clear
19 Easily accessible assets Diagrams should be stored separately (in addition to) being embedded in documents Visios and Powerpoint drawings are useful starting points for new projects and should be stored in addition to being embedded in other documents. There should be a centralised ‘diagram library’ for templates.There should be a diagram folder under each project to ensure these are easily found.
20 Clear Exemplars Exemplars are provided / developed to show ‘what good looks like’ Templates and guidance come to life when supplemented with exemplars We need a ‘best of’ section and peer review of exemplars
21 Extensibility Site is easily extensible and is not structurally brittle As we step through various maturity levels the structure will no doubt need to change and be re-factored No hard linking which would be brittle.Bookmarking will break if content is moved. The basic skeleton needs to be fairly stable upfront
22 Consistent structures Folders (such as Project Folders) should have a defined set of sub-folders If there is complete freedom to create folders, there will be too many variants. A defined set of sub-folders and ‘best practices’ will help ensure consistency Use internal Delivery Assurance processes where appropriate. There should be the ability to ‘break the rules’, but we need some rules to break.
23 Well defined purpose​ ​This site is for a specific purpose – knowledge management and content development for the EA team. ​All tools should have a clearly articulated purpose and usage policy ​This site should not replace or attempt to recreate functionality already present in other strategic systems.
24 Clearly separated functionality ​There is clear separation of use and purpose between wikis and document libraries ​People will confuse what to use when. Proliferation of libraries and wikis will create maintenance problems and difficulties understanding the site’s structure ​Use the fewest possible components unless this would break another principle.
25 ​Low Maintenance ​The site is simple to maintain and requires little administration effort ​The purpose of the site is to be an enabler for knowledge capture and sharing. It should not become a ‘project in its own right’. There must be clear demonstration of rapid time to value. Time spent on admin should be tightly controlled. ​
26 ​Supplemented by smart resourcing ​Time and resources should proactively be used to tackle any outstanding actions on the site’s development (unless otherwise directed) ​All team members should be capable of driving forward the knowledge capital and should use any time between projects to improve the site and its content ​There should be a demonstrable and measurable contribution for any team member to these activities.
​27 ​By architects, for architects ​Architectural design principles and best practices are used in the creation of the site design and its usage ​Creation and management of this site should be treated as an architecture product with a cogent methodology and defined outcome ​Architecture best-practices employed in building the site.Clear transition states identified.Design checked against principles for compliance.Design and usage complies with wider (corporate) policies and standards.Once baselined there is a change control process and (light weight) review board.
​28 Ease of access to repository ​​Support multiple devices and ‘BYOD’ (Bring Your Own Device) The technology and its implementation should not stifle use of individually preferred tools and ways of working. ​Site functionality should be developed while maintaining support for mainstream browsers and devices

Microsoft SharePoint Books

Social Action Fund – Round 1 Recipients

equality

The Social Action Fund is a key enabler of the UK government’s Big Society agenda. It will be apportioned in two rounds (of £10m each). Its purpose is to target projects providing long term increases in giving, in either:

  • time – volunteering, time-banking
  • resources – money, property, fixed assets or equipment

I am very pleased that my good friends at the Anne Frank Trust UK received a well-deserved grant.

Table 1 – Social Action Fund Round 1 Recipients

Organisation Grant Awarded
StreetGames UK £754,411
Hastings Trust £269,199
Primetimers £134,999
Catch22 Charity Limited £897,940
Sandwell Council for Voluntary Organisations £145,273
Community Foundation Network £959,400
Teach First £201,414
Spice Innovations £547,634
Cathedral Archer Project Limited £105,000
National Children’s Bureau £2,000,000
Anne Frank Trust UK £241,428
Citizenship Foundation – Go-Givers £200,000
Environmental Vision £381,489
Beatbullying Limited £1,328,544
Citizenship Foundation – Giving Nation £300,000
The Challenge Network £963,733
£9,430,464

Ecosystem Thinking

The following snippets are from each recipient’s website. It gives a sense of areas of interest, expertise and commonality.

I have created a (simple) summary of interests / areas of focus (Figure 1) and an hypothesis of what implicit ecosystem this ‘creates’.

Figure 1 – Themes within the ‘ecosystem’ [source: Steve Nimmons]

ecosystem

1. Street Games UK

StreetGames is a sports charity that changes lives and communities. We do it by supporting a network of projects which give sports and volunteering opportunities to young people in disadvantaged communities across the UK. Doorstep sport is StreetGames’ delivery method, whereby we bring sport close to the home in disadvantaged communities at the right time, for the right price, to the right place and in the right style.

2. Hastings Trust

The Hastings Trust, a registered charity, has these aims:
- To enable those who live in, work in or visit Hastings to protect and enhance their environment
- To promote and assist the sustainable economic and cultural development of Hastings and its inhabitants
- To promote and disseminate good practice in conservation and community regeneration locally, regionally, nationally and globally

3. Primetimers

As a social enterprise ourselves, we really understand the problems of other civil society organisations and know that getting the best results depends on you seeing us as a flexible extension of your organisation.

We will work with you on issues as diverse as income generation, mergers and acquisitions, governance, tender responses or change management. We have specialists in HR, finance and marketing and our members have held significant leadership and management roles in some of the UK’s largest companies. Our strong reputation is founded on our ability to deliver practical and innovative support – a fusion of our considerable breadth of business experience with our depth of knowledge about civil society.

4. Catch22 Charity Limited

Catch22 is a local charity with a national reach. We work with young people and others who find themselves in seemingly impossible situations.

Our services help them develop the confidence and skills to find solutions that are right for them- whether it’s getting back into school or training, choosing to stay out of trouble, finding a safe place to live or helping them to live independently after leaving care or custody. As young people become more positive, productive and independent, the whole community benefits.

We believe every young person deserves the chance to get on in life. No matter what.

5. Sandwell Council for Voluntary Organisations

SCVO is an independent charitable organisation which believes that the lives of Sandwell people will be happier and healthier where the Voluntary and Community Sector works closely with partners to identify and satisfy community needs.

Our Aims:

- Bring together local voluntary and community groups to promote and develop the effectiveness of local voluntary action.

- Raise the quality of and provide a wide range of services, information, advice and support to the voluntary and community sector.

- Act as a channel for local groups to voice their opinions on local, regional and national issues and policy.

- Identify real needs and develop services/initiatives to meet these needs.

- Actively support the development of new and emerging groups and organisations.

- Contribute to bringing about positive change in Sandwell to achieve sustainable economic regeneration.

6. Community Foundation Network

Community Foundation Network (CFN) is a registered charity that leads a movement of community foundations committed to positive social change in the UK through the development of “community philanthropy”.

7. Teach First

Teach First’s mission is to address educational disadvantage by transforming exceptional graduates into effective, inspirational teachers and leaders in all fields.

Educational disadvantage remains one of the most destructive and pervasive problems in the UK – perpetuating inequality and confining thousands of young people up and down the country to a life of unrealised potential.

8. Spice Innovations

Spice is a social enterprise that develops agency time-banking systems for communities and public services that engage and empower the many rather than the few.

Community decline and civic disengagement is not confined to the old mining towns in the South Wales valleys, it’s a national trend. Spice has developed agency time credit applications to engage people in the design and delivery of their public and community services and to support people to take a more active role in their communities. Whether that is with pupils in schools, tenants in housing associations or local people working with their community anchor organisation, these time agency tools increase active engagement, reduce dependency and build community and individual esteem.

9. Cathedral Archer Project Limited

The Cathedral Archer Project (CAP) is a day centre that supports the homeless and vulnerable in Sheffield.  It was founded in 1990 as a breakfast project.  In 2007 CAP moved into purpose built premises in the heart of the city centre at Sheffield Cathedral.

CAP works with the homeless and vulnerable in Sheffield to help them find pathways away from homelessness and exclusion. Homelessness can include sleeping rough, occasional hostel spaces, camping on friends’ floors and sofas, and squatting. The majority of our client base is made up of street drinkers, alcoholics and drug users of varying levels.  Many are not registered with a local GP and rely on the prescribing nurse at CAP for their medical support.

10. National Children’s Bureau

NCB is the leading national charity which supports children, young people and families and those who work with them. Our vision is a society in which children and young people are valued, their rights respected and responsibilities enhanced; our mission, to advance the well-being of children and young people across every aspect of their lives.

We undertake around 60 projects each year to improve the lives of children, especially the most vulnerable. We ensure that children, young people and families are at the heart of all our work.

11. Anne Frank Trust UK

I had the great pleasure of working with the Anne Frank Trust in 2010 to take the Anne Frank + You exhibition to Northern Ireland.

The Anne Frank Trust UK draws on the power of Anne Frank’s life and diary to challenge prejudice and reduce hatred, encouraging people to embrace positive attitudes, responsibility and respect for others. We aim to do this through our educational projects, operating across the country in schools, prisons and communities.

12. Citizenship Foundation – Go-Givers

We are an independent education and participation charity. We encourage and enable people to engage in democratic society.

Founded in 1989, we focus on developing young people’s citizenship skills and their knowledge and understanding of the law, democracy and public life.

Our work involves:

- championing civic participation;

- supporting teachers, schools and colleges in delivering citizenship education;

- working with young people in community-settings on issues that concern them.

13. Environmental Vision

Our programmes provide hands-on support for young people in schools and colleges on issues relating to citizenship education, sustainable development and the local community.

We have a wealth of experience working with groups of young people to facilitate practical projects that have a positive impact on the young people, their schools and the wider community.

We also provide Active Citizenship Workshops for higher education institutions and INSET days for teachers as well as working with businesses and community partners to support young people in building their employability skills and confidence.

14. Beatbullying Limited

Beatbullying is the UK’s leading bullying prevention charity, creating a world where bullying, violence and harassment are unacceptable. Beatbullying empowers people to understand, recognise, and say no to bullying, violence and harassment by giving them the tools to transform their lives and the lives of their peers. Working with families, schools, and communities to understand the problem, campaign for change and provide a sustainable efficient and proven solution.

15. Citizenship Foundation – Giving Nation

We are an independent education and participation charity. We encourage and enable people to engage in democratic society.

Founded in 1989, we focus on developing young people’s citizenship skills and their knowledge and understanding of the law, democracy and public life.

Our work involves:

- championing civic participation;

- supporting teachers, schools and colleges in delivering citizenship education;

- working with young people in community-settings on issues that concern them.

16. The Challenge Network

The Challenge brings young people together from diverse backgrounds and throws them in at the deep end. They take on physical, social and civic challenges that prepare them to design and deliver a project that will make a difference in their community. Along the way they learn key skills such as teamwork, leadership and communication, and are encouraged to develop trust in others, responsibility for themselves, understanding and empathy.

Idea: Social Action Fund Innovation Network

The Social Action Fund is very important and demonstrates commitment from government. Looking back at Figure 1 – there are clearly significant areas of common interest, for example in tolerance (bullying, multiculturalism), education, citizenship, localism, social enterprise, civic engagement. It would be a ‘shame’ if this commonality were not formally recognised and encouraged in the creation of a Social Action Fund Innovation Network. Essentially I see:

  1. An opportunity for government to stimulate cross-fertilisation of efforts across what is (at the very least) an implicit social action ecosystem. The 16 charities above could be the vanguard of Social Action Fund collaboration
  2. Potential for a ‘smart cluster’ approach – e.g. shared services, shared networks, innovations, idea sharing, mentoring, expertise pooling
  3. Potential for the social enterprises created out of Social Action Fund grants to become part of the ecosystem and hence add to its scale
  4. Potential for more joint working, cost sharing, and participating in each others projects.

Government or a social enterprise could invest some seed money and expertise to set this up.

There seems to be an opportunity for Spice Innovations and Primetimers to take coordination roles. SCVO and CFN already operate as ‘aggregators’ or ‘hubs’ for others – why not apply the same thinking to tranche 1 and 2 recipients of the Social Action Fund? Could more be achieved ‘together’?

Open Innovation Signposting

bulb

Thanks to my good friend and Open Innovation cohort Francisco De-araujo-roso Pinheiro, for signposting some interesting posts on the 15inno group on LinkedIn from Stefan Lindegaard, and some of the academic work he is guiding with EOI Innovation students.

Please read, ruminate, cogitate and feedback to Stefan (a prolific Open Innovation practitioner and commentator) as to the content of the 15inno articles.

15inno

Tap the brain of Stefan Lindegaard and network with corporate innovators!
http://www.15inno.com/2012/02/23/15innocorporatenetwork/

Open Innovation, Crowdsourcing in the Public Sector – 11 Great Reads
http://www.15inno.com/2012/02/23/publicsectorreads/

Innovation That Works!
http://www.15inno.com/2012/02/22/innovation-that-works/

Statoil and Shell: Fighting for Innovation Partners
http://www.15inno.com/2012/02/20/statoilshell/

Examples of Using Social Media for Innovation
http://www.15inno.com/2012/02/03/smexamples/

5 Ways to Get Better Innovation With Less Money
http://www.15inno.com/2012/01/17/betterinnovationlessmoney/

Communication is Key to Successful Open Innovation
http://www.15inno.com/2012/01/15/communicateopeninnovation/

Francisco’s Work in Open Innovation

Open Innovation and/or User-Lead Innovation (work submitted by Francisco’s EOI Innovation students)

Please review, encourage and support the next wave of Open Innovation thinkers.

1. http://www.eoi.es/blogs/francescomazzeo/2012/02/06/open-innovation-society-participation/

2. http://www.eoi.es/blogs/jonathancabrero/2012/02/12/innovation-growth/

3. http://www.eoi.es/blogs/lauraambros/2012/02/09/open-innovation-and-lead-user-innovation/

4. http://www.eoi.es/blogs/albertorengel/2012/02/12/open-innovation-lead-user/

5. http://www.eoi.es/blogs/carloscerdan/2012/02/12/open-innovation-the-present-and-future-of-innovation/

6. http://www.eoi.es/blogs/dianapatriciasanchez/2012/02/13/open-and-lead-user-innovation/

7. http://www.eoi.es/blogs/pablogonzalezvina/2012/02/14/open-innovation/

8. http://www.eoi.es/blogs/alfonsomedal/2012/02/12/open-innovation-from-why-to-what/

9. http://www.eoi.es/blogs/alfredoperaita/2012/02/10/innovative-world/

10. http://www.eoi.es/blogs/antoniocalixtomoreno/2012/02/13/%E2%80%9Copen-innovation%E2%80%9D/

11. http://www.eoi.es/blogs/elisaroman/2012/02/11/move-fast-break-things-facebook/

12. http://www.eoi.es/blogs/ildikoheim/2012/02/13/innovation-class-the-innovation-for-development-initiative-alias-openlead-user-innovation-for-good/

13. http://www.eoi.es/blogs/pedropernas/2012/02/09/lead-user-innovation-of-innovation-blog/

14. http://www.eoi.es/blogs/piotradamlubiewa/2012/02/07/innovation-what-is-open-innovation/

15. http://www.eoi.es/blogs/rubenpardo/2012/02/11/innovation/

16. http://www.eoi.es/blogs/amayasayas/2012/02/12/open-innovation-and-lead-user-innovation/

17. http://www.eoi.es/blogs/federicocamino/2012/02/12/open-innovation-shifting-to-a-more-efficient-business-model/

18. http://www.eoi.es/blogs/laurenmusiello/2012/02/12/open-innovation/

19. http://www.eoi.es/blogs/marieglueck/2012/02/12/why-companies-have-to-open-their-doors-and-how-to-do-it-innovation/

20. http://www.eoi.es/blogs/cristinagarcia-ochoa/2012/02/11/open-innovation-the-apple-case/

21. http://www.eoi.es/blogs/hokumakarimova/2012/02/07/innovation-opening-doors-to-ideas/

22. http://www.eoi.es/blogs/ricardogarro/2012/02/12/open-innovation-and-user-lead-innovation-opposites/

23. http://www.eoi.es/blogs/javiersolano/2012/02/12/open-innovation-why/

24. http://www.eoi.es/blogs/mariadiez/2012/02/08/open-innovation-and-lead-user-innovation/

25. http://www.eoi.es/blogs/saraelizalde/2012/02/12/open-innovation/

26. http://www.eoi.es/blogs/alvarorodero/2012/02/13/be-opened-lead-them-lead-user-open-innovation/

27. http://www.eoi.es/blogs/elvirasaez/2012/02/11/open-innovation-open-up-your-mind/

28. http://www.eoi.es/blogs/patriciaperez/2012/02/07/innovation-blog-will-open-innovation-became-a-business-mainstream/

29. http://www.eoi.es/blogs/tabithahmkandawire/2012/02/13/innovation-more-benefits-from-open-innovation/

30. http://www.eoi.es/blogs/alexandrunicolaecosor/2012/02/11/open-innovation-lead-user/

31. http://www.eoi.es/blogs/lauranavas/2012/02/04/innovation-through-collaboration/

32. http://www.eoi.es/blogs/syafrinasharif/2012/02/12/open-innovation/

33. http://www.eoi.es/blogs/arturodelfresno/2012/02/12/innovation-trends-evolution-closed-open-and-lead-user-innovation/

34. http://www.eoi.es/blogs/lucapalma/2012/02/06/the-medical-mirror-a-mit-student-innovation/

35. http://www.eoi.es/blogs/davidgarciagonzalez/2012/02/10/open-innovation/

36. http://www.eoi.es/blogs/elenaarboleya/2012/02/12/innovating-for-companies/

37. http://www.eoi.es/blogs/tatianacasquero/2012/02/12/innovation-open-innovation-philips%C2%B4-approach-to-improve-people%E2%80%99s-lives/

38. http://www.eoi.es/blogs/fabiopinto/2012/02/15/innovation-open-innovation-lead-user-innovation/

Web Natives, Viral Friends

Figure 1 – Conceptualisation – Pulling it all together

[Source: Steve Nimmons]

friends

If you’ve not yet seen this video from Friends School in Lisburn (FSL), take 8 minutes or so and peruse now.

It could be argued that such ventures are highly indulgent, but I find this interesting, and depict above why this has real merit:

  1. The concept / vision needs to be defined, articulated and agreed across multiple stakeholder groups (a great life lesson)
  2. Selling the concept to over 1,000 students and staff is non-trivial (stakeholder communications and evangelism in action), as well as dealing with trust and reputation protection complexities (particularly at the governance levels of the school)
  3. Planning, scripting, rehearsals, casting and dealing with associated tensions is challenging
  4. Choreography and co-ordination – many businesses dream of collaboration at this level, few achieve it
  5. Execution of the vision (direction, collaboration, mechanics of filming and arrangement), copyright restrictions etc.
  6. Editing and post-production – skills learned in packaging and streamlining the end product
  7. Viral marketing and exploitation of multiple distribution channels. Is this now an entirely ‘natural ability’ of the Web Native?
  8. Analysis of the results of viral marketing and sentiment (positive, negative and neutral feedback) – exposure to the realities of tough and cynical audiences/markets

The video is only a few weeks old, but what is its ‘legacy’?

  • Will the school repeat this exercise (periodically) to refresh the concept and participation?
  • Has there been an increase in collaboration in other areas?
  • Has there been an increase in ‘school pride’ / morale?
  • Has there been any disaffection / fall-out?
  • How will the management/governance functions of the school measure benefit, risk and ‘return on investment’?

My view: Kudos to Friends School. The greatest gift of education is teaching people to think. Cynics come and cynics go, “speaking of Michelangelo.”

The Official FSL LipDub Video

[source: YouTube]

organisationsdonttweet

Buy the Book: Organizations Don’t Tweet, People Do

Practical advice for managers on how the Web and social media can help them to do their jobs better

[source: Amazon]

I first heard Euan Semple speak about Social Media at a BCS (British Computer Society) ELITE event at BT Tower (in London) back in 2008. What differentiated him from others writing and speaking about the subject?

  • Experience: he has a very credible background in collaboration and communications, formerly at the BBC and latterly as an ‘independent consultant’ with blue chips and niche players.
  • Hype realism: a recognition of the need to drive real value from social media, delivering business outcomes, not ‘digital noise’.
  • Adoption complexity: it takes ‘10 seconds’ to sign up on Twitter, and less again to start using it in an ineffective and potentially damaging way. Forces such as consumerisation and social web have created mind shifts in business. Euan sets out simple, effective, engaging and sensible advice which will inform CxOs, marketers and communications professionals alike.

If you have an interest in the social web and optimisation of communications using social media, this book is a must buy.

Further Info

[source: Amazon]

Today′s managers are faced with an increasing use of the Web and social platforms by their staff, their customers, and their competitors, but most aren′t sure quite what to do about it or how it all relates to them. Organizations Don′t Tweet, People Do provides managers in all sorts of organizations, from governments to multinationals, with practical advice, insight and inspiration on how the Web and social tools can help them to do their jobs better. From strategy to corporate communication, team building to customer relations, this uniquely people–centric guide to social media in the workplace offers managers, at all levels, valuable insights into the networked world as it applies to their challenges as managers, and it outlines practical things they can do to make social media integral to the tone and tenor of their departments or organizational cultures.

    • A long–overdue guide to social media that talks directly to people in the real world in which they work
    • Grounded in the author′s unparalleled experience consulting on social media, it features eye–opening accounts from some of the world′s most successful and powerful organizations
    • Gives managers at all levels and in every type of organization the context and the confidence to make better decisions about the social web and its impact on them

Euan Semple is one of the few people in the world who can turn the complex world of the social web into something we can all understand. And, at the same time, learn how to get the most from it.

Ten years ago, while working in a senior position at the BBC, Euan was one of the first to introduce what have since become known as social media tools into a large, successful organisation. He has subsequently had five years of unparalleled experience working with organisations such as Nokia, The World Bank and NATO.

He is a one-man digital upgrade option for us all to download.

This world is changing fast, but he makes sense of it because he understands that the core basics remain the same: community, learning, and interaction. He is a master story-teller who offers a host of practical tales about how this new world can work for real people in the real world.

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