Culture Archive

In 2003, when Nicholas Carr penned the piece “IT Doesn’t Matter“, an overlooked definition of what he referred to as ‘infrastructural technologies‘ may now be, in 2012, unintentionally defining the relationship between IT and the organization. “The characteristics and economics of infrastructural technologies, whether railroads or telegraph lines or power generators, make it inevitable that they will be broadly shared – that they will become part of the general business infrastructure. In the earliest phases of its buildout, however, an infrastructural technology can take the form of a proprietary technology. As long as access to the technology is restricted – through physical limitations, intellectual property rights, high costs, or a lack of standards – a company can use it to gain advantages over rivals.” In

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As I’ve said before, micro-blogging inside an organization could be coined the ‘liquid knowledge network‘. There is so much to like about it. The following 6 use cases are intended for nascent users who might not fully appreciate the myriad benefits to micro-blogging inside an organization. 1) I’ve got a question When an employee is tapped into the micro-blogging platform, he or she now has access to the collective intelligence of the entire organization in ways email, phones and meetings will never reach. Ask a question on the micro-blogging platform and the spirit of human collaboration will surface with an answer more readily than if trying to find the ‘right person’ to answer the question in more traditional ways. 2) I’ve got something to share Putting paper notices

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Google engineers, for some time now, have been apportioned 20% of their time to focus on things they are passionate about. Google even makes mention of it in their job descriptions. It’s time for leaders, particularly senior leaders, to introduce this concept into their leadership workflow. But, there is a slight twist. I’m not proposing leaders spend 20% of their time to focus on things they are passionate about. No, that would be too easy. The 20% Leadership Challenge … spend twenty percent of your time on a weekly basis coaching, mentoring, listening, collaborating with and helping members of your direct team as well as their direct reports. Not in team meetings, operational check-ups or strategy sessions, but in 1-1 personal discussions. It doesn’t have

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