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Jeremiah Owyang
Great Mashable interview, 5 Tips for Creating More Efficient Social Media Processes, with Jeremiah Owyang, opening keynote speaker at KMWorld 2011. I’m looking forward to Jeremiah’s talk in DC on Nov 1, Architecting a Connected Enterprise.
From the article: “Creating, executing and evaluating a social media plan takes a healthy amount of time, money and talent — resources that are scarce in today’s business world….Here are 5 essential tips:
1. Utilize your existing team
2. Build a plan that is nimble
3. Minimize spend on tools & consultants
4. Hire qualified talent
5. Learn from others”
Interesting that these tips are the same ones we use with clients when we are working on strategic or direction planning. We work with the existing team to create flexible plans with stretch in them, using their talents to create environmental scans, focus groups, organization interviews as much as we can. We definitely encourage learning from others by doing industry research, as we did recently: Assessing Innovation in Corporate & Government Libraries.
Rebecca Jones posted this in Conferences, Lib, IM, KM on June 8th, 2011 This blog post is being posted to Future Ready 365 today. Are you a future ready information professional?
A few weeks ago Jane Dysart, Kim Silk and I were fortunate to hear Daniel Pink talk at the Rotman School of Management Life-Long Learning Conference for Leaders, ‘How to Get Your Business Back to Reality.” His latest book, Drive, bases “the surprising things that motivate us” on 40 years of human motivation research (here’s a pdf summary of Drive). It wasn’t his discussion about what does or doesn’t motivate us that caught my attention, although that is fascinating and worth a blog post(!); it was his discussion about the need for organizations to challenge and re-think base assumptions on which they are building their strategies.
I’m increasingly concerned that that the library sector and information profession must do just that: challenge, re-frame and quite possibly re-think our base assumptions and the practices and approaches built on those assumptions. Pink re labels assumptions “orthodoxies”. Labelling and viewing what we, as a sector and profession view to be truths as “orthodoxies” rather than assumptions forces us to see the deep-rooted concreteness of these “truths”. It is these deep roots that make it somewhat painful to question the validity of these orthodoxies today and, more importantly, tomorrow and into the future.
I laugh, both because laughter is healthy and because for a profession that has an orthodoxy (yes, a truth – an assumption!) of finding and delivering answers to any question, we aren’t
Continue reading Curious Enough to Question “Orthodoxies”
Rebecca Jones posted this in Lib, IM, KM, Planning on June 6th, 2011 Jim Morgenstern of dmA Planning & Management Services is a Planner (a real planner, with degrees & certification) who has literally completed dozens of community, recreation and library master and strategic plans. He’s seen it all – seen it work well & result in an actionable plan that truly makes a difference, and seen it fail miserably resulting in a document that gathers dust and no moss. Here’s his presentation on why some strategic planning goes off the rails and the key factors for ensuring the planning stays on track & blows through the station to a successful future.
Jim Morgenstern Library Strategic Planning View more presentations from Rebecca Jones
Rebecca Jones posted this in Uncategorized on December 16th, 2009 The process of formulating their strategy is one of the most important, challenging and invigorating projects an organization ever undertakes. It is the organization’s opportunity to seriously reflect on the evolving environment surrounding it, and the impact it wants to make in that environment. The environment is full of contradictions, incredible opportunities, and daunting threats. But the organization that carefully considers those contradictions, energetically envisions the future it truly wants for itself, and courageously makes difficult decisions about how to realize that future is a strategically hardy organization, ready, willing and able to succeed today and tomorrow.
Being strategically hardy isn’t easy. It requires some real effort and exercise. I’ve honestly lost count of the number of organizations we’ve worked with on strategic formulation. But each one realized & fully engaged in a process that engaged as many people as possible, & that acknowledged – up front – that not everyone was going to be happy with the strategies selected, but that everyone would buy in to the process by which those strategies were selected. That’s what strategic planning is. We call it strategic planning, but it really is about formulating strategy……it really is about deciding & forming & shaping & scaffolding what the organization is going to do over the coming months & years to make a difference — to make an impact — to be successful for its community, its students, its faculty, its staff, its stakeholders.
The strategic muscles an organization needs to build are its decision-making,
Continue reading Strategically hardy organizations: the Four “D’s”
Jane Dysart posted this in Uncategorized on December 5th, 2009 Rebecca and I have been doing a lot of work with clients recently in pIanning their future direction and mapping out their strategies for getting there. I think that’s why the words below from James Kobielus in Forresters blog for Information and knowledge professionals resonated with me. Here’s the first couple of paragraphs Kobielus’ post.
Business is all about placing bets and knowing if the odds are in your favor.
As I noted in my most recent Forrester report, business success depends on your company [or organization] being able to visualize likely futures and take appropriate actions as soon as possible. You must be able to predict future scenarios well enough to prepare plans and deploy resources so that you can seize opportunities, neutralize threats, and mitigate risks.
Clearly, predictive analytics can play a pivotal role in the day-to-day operation of your business. It can help you focus strategy and continually tweak plans based on actual performance and likely future scenarios. And, as I noted in a recent Forrester blog post, the technology can sit at the core of your service-oriented architecture (SOA) strategy as you embed predictive logic deeply into …. business process management platforms …. and operational applications.
Jane Dysart posted this in Uncategorized on February 18th, 2009 Although this article was about enterprise infrastructure, the title “Slashed Budgets? Think Strategically, not Tactically” resonated with me. Rebecca and I work with many clients who have organizational and financial challenges. We have found that it definitely makes a difference to think strategically about what you want to have in terms of a service or product. Once you have a firm view of what you want to achieve, you can use that picture to make decisions on how to proceed. From the big picture, strategic view to the tactical.
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