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The Collaborative Organization: A Strategic Guide to Solving Your Internal Business Challenges Using Emerging Social and Collaborative Tools (Englisch) Gebundene Ausgabe – 1. Juli 2012

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Produktinformation

  • Gebundene Ausgabe: 286 Seiten
  • Verlag: Mcgraw-Hill Publ.Comp. (1. Juli 2012)
  • Sprache: Englisch
  • ISBN-10: 0071782303
  • ISBN-13: 978-0071782302
  • Größe und/oder Gewicht: 16 x 2,8 x 23,4 cm
  • Durchschnittliche Kundenbewertung: 4.5 von 5 Sternen  Alle Rezensionen anzeigen (2 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 113.455 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)

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Produktbeschreibungen

Über den Autor und weitere Mitwirkende

Jacob Morgan is the principal and cofounder of Chess Media Group, a management consultancy and strategic advisory firm that helps organizations understand how to use social and collaborative tools to solve businessproblems. Morgan has worked with organizations such as the U.S. Department of State, Siemens, Sprint, and Adobe. Morgan also co-authored Twittfaced and runs the awardwinning blog SocialBusinessAdviser.com. He loves chess, racquetball, and traveling.

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Format: Gebundene Ausgabe
Six Reasons Why Social Business Strategists should read Jacob Morgan’s “The Collaborative Organization”

I purchased Jacob Morgan’s “The Collaborative Enterprise” on Amazon UK at its full price. Morgan’s “The Collaborative Enterprise” is a strategic Enterprise Social Software guide and a monumental read for CEOs, CMOs, CIOs and CCOs (Chief Culture/Customer Officer) wanting to successfully implement Enterprise Social Software within their enterprise. Erik Brynjolfsson, coauthor of Race Against the Machine writes: “Most business leaders understand how critical collaborative tools are to the success of their companies. What they need now is a guide based on hard data and practical experiences that show how to put those tools to work. Morgan fills that need with this book.”
“Rapid pace of change is occurring in technology, human behavior and business culture” writes Morgan. It is imperative for organizations to review and if necessary update obsolete intranet/extranet, and transform internal and external communication as never before. Former Hewlett Packard CEO Lew Platt once said: “If only HP knew what HP knows, we would be three times as productive.”

1. Enterprise Collaboration Tools bring substantial advantages to companies willing to implement social business software solutions.

Please bear in mind that Morgan has a full array of further case studies on his Chess Media Group website adding tremendous value to the study of his book.
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Von F. J. G. Zimny am 25. August 2012
Format: Gebundene Ausgabe Verifizierter Kauf
The core
This is a nuts-and-bolts guide.

Jacob Morgan provides the information, insights and a strategic framework you need to use emergent collaborative software behind your company‘s firewall to solve business problems, unearth new opportunies and to drive innovation.

This book is about enterprise 2.0. As defined as the use of emergent social software platforms by business in pursuit of their goals regardless of whether it is inside or outside the firewall.

Jacob Morgan is the principal and co-founder of Chess Media Group, a management consulting and strategic advisory firm on collaboration. He is the author of his new book “The Collaborative Organization,” the first strategic guide for executives and decision makers seeking to deploy emerging technologies and strategies in the workplace (published by McGraw Hill, due out June 2012).

My rating

4,5 stars on a scale 0-5.

In an earlier post I wrote about the inertia of some managers for investing in knowledge management.

In that post I made a reference to Kaplan and Norton’s Strategy Maps: Converting Intangible assets into tangible outcomes.

Jacob includes one – at least for me – essential part of it:

None of these intangible assets has value that can be measured seperately or independently.
The value of these intangible assets derives from their ability to help the organization implement its strategy…..
Intangible assets such as knowledge and technology seldom have a direct impact on financial outcome such as increased revenues, lowered costs and higher profits, Improvements in tangible assets affect financial outcomes through chains of cause-and-effect relationships.

Jacob and I agree completely with that statement.
Lesen Sie weiter... ›
Kommentar War diese Rezension für Sie hilfreich? Ja Nein Feedback senden...
Vielen Dank für Ihr Feedback. Wenn diese Rezension unangemessen ist, informieren Sie uns bitte darüber.
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Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)

Amazon.com: 38 Rezensionen
8 von 8 Kunden fanden die folgende Rezension hilfreich
A valuable handbook for anyone planning, deploying or using social and collaborative tools 22. Juni 2012
Von roundtrip - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
I read an advance copy of Jacob Morgan's book. Jacob says: "The purpose of this book is to act as a guide for executives, decision makers, and those involved with collaborative initiatives at their organizations". I believe he hits the mark with a book of lasting value, as do reviewers including Vivek Kundra, former Chief Information Officer of the United States; Erik Brynjolf, MIT Center for Digital Business Director, and others.

Jacob organizes his book into three parts: The Opening, The Middle Game, and The End Game. The Opening chapters talk to people in organizations who are just getting started with their initiatives. It covers business drivers, case studies, evaluating risk, and getting the right people involved. The Middle Game chapters cover topics including defining goals to match your business, developing a strategy, vendor evaluation, dealing with resistance, rolling out a platform, and developing governance. The End Game chapters talk about strategies for sustaining and maintaining these initiatives in the long term, including a bonus chapter on Enterprise 2.0 with Andrew McAfee.

Jacob's book is based on his own analysis and research, including interviews, case studies and survey responses from 234 individuals around the world, working for companies ranging from 1,000 to over 100,000 employees, with responsibilities ranging from mid-level to C-level executives. The Collaborative Organization is vendor neutral, involving actual practitioners who are implementing collaborative tools and strategies for their organizations - not vendors or consultants.

Each chapter includes analysis, examples and a well-written Summary and Action items section, with actionable advice that you'll turn to often. Chapters include case studies, examples and results drawn from practitioner experience, not hand-wavy fluff.

It's a handbook you'll have on your desk for the next few years. I particularly like:

Chapter 2 - The First Step to Recovery is Admitting You have a Problem on business drivers and problems (20 pages)

Chapter 7 - The Adaptive Emergent Collaboration Framework practical advice on choosing and adapting approaches to match your business goals and culture (27 pages)

Chapter 8 - Resistance is Futile on barriers to success (13 pages)

Chapter 12 - Measures of Success, practical advice on measuring soft benefits, hard benefits, and defining business value (19 pages)

My company (Traction Software) decided to buy and give away free copies to 200 folk attending the 2012 Enterprise 20 conference in Boston. Jacob's book is vendor agnostic. We have no sponsorship or connection with Jacob other than respect for Jacob's work in general, and this book in particular.

Jacob answers basic and important questions on goals, capabilities, vendor selection, barriers to adoption, governance, objections, leadership, corporate culture and leadership.

I believe a well-educated customer our best friend - making it possible to have a serious and useful talk about our software and capabilities, rather than trying to cover those basic and important questions at the same time. Jacob does a better, more thorough, and more clearly objective job than we can. I can't insist that prospective customers read Jacob's book before talking to us, but if they do, they'll have a more productive conversation - with us or other vendors.

I recommend that other vendors in the Enterprise 2.0 / Social Business space refer prospects and customers to Jacob's book as well. It helps everyone.
8 von 9 Kunden fanden die folgende Rezension hilfreich
Should have a different title 18. Januar 2013
Von Erik - Veröffentlicht auf Amazon.com
Format: Kindle Edition Verifizierter Kauf
I found that the book was mostly about the implementation of tools to support behaviors that have long been understood to be helpful to organizations in improving performance. With regard to "long been understood" I cite two examples. (1) In 1952, providing direction for employee collaboration in the development of the magnetic disk memory [An International Historic Landmark] a guiding principle was "It is the most important assignment of every engineer in this laboratory to give assistance, in the form of consultation, experimentation or suggestions, when asked to by another engineer, and the second most important assignment is that of carrying forward the project to which he is assigned. " [The American Society of Mechanical Engineers, February 27, 1984]. (2) In 1965, Bell telephone Laboratories established an "online" database providing a summary of employee expertise in various fields, for use by all employees.
Not to detract from the usefulness of Mr. Morgan's provision of checklists for implementing tools to support collaboration, which checklists are quite comprehensive and very well thought out, I think the title should have been "A Guide to Implementation of Tools to Support Collaboration in Organizations."
It appears that The Strategic Guide to Solving Challenges to Collaboration in Organizations has yet to be written. Mr. Morgan does note that "Nonsupportive cultures at organizations can destroy efforts to build a collaborative organization; therefore, they must be addressed," but offers only the historical commentary with regard to what it takes to "address" them. (For example, it taking several disasters (bombing of embassies, 9/11) to get the Department of State to recognize that it needed to change. Such scenarios are sometimes labeled "burning platforms." What we still don't know is how to get organizations to change absent burning platforms. All that said, I'd recommend Mr. Morgan's book to those who are interested in tools to support collaboration, provided they have done their homework on the culture of their organizations.
One last thought - how do the events in Benghazi last fall reflect on the State Department's four year effort in building a collaborative organization?
3 von 3 Kunden fanden die folgende Rezension hilfreich
Maybe THE Handbook for Harnessing an Organization's True Powers 9. Juli 2012
Von Don Peppers - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
With The Collaborative Organization, Jacob Morgan has written what might become THE handbook for companies, non-profits, and even government organizations trying to harness the amazing power of social interaction and cooperation among employees, partners, customers and other organizational stakeholders. It is dense with insight, practical advice, how-to suggestions, technology tips, and examples.

He was kind enough to let me see an advance copy and it took me some time to get through the whole thing, because it is literally packed with so much information and useful material. I highly recommend it to anyone wrestling with the task of empowering organization members to work together toward a common purpose. Well worth the time. You might even want to read it twice. I did.
1 von 1 Kunden fanden die folgende Rezension hilfreich
Great way to encourage teamwork in your company 6. Februar 2014
Von Alex Raymond - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Verifizierter Kauf
We’ve all seen the posters or read these words; “A camel is a horse designed by committee,” and this sentiment is where Jacob Morgan provides useful insight for any organization who embarks on bringing this concept to fruition. Quite early on in The Collaborative Organization, the author wonders how business was ever conducted before his time, in which he grew up with computers, the internet and all things electronic. (Not his exact quote but close enough). To be sure, it’s possible to make money and conduct business without the use of collaborative tools, and many businesses today don’t see the need or have an understanding of the benefits of such a business model.

As you can imagine, there is a lot of talk about technology, program, platforms and procedures, but what’s really at the core of the plethora of available “solutions” is human behavior and good business management. It is clear by the work the author has done with a number of companies through his own consulting firm, “Chess Media Group” that any organization intentionally embarking in a collaborative workplace direction would be well advised to read this book or employ the author’s services.

A point well made in the book and something I totally agree with is the fact that all organizations are moving toward a collaborative business model whether they know it or not. Employees themselves have access to off the shelf low or no cost tools to facilitate a collaborative workplace, and it’s going on in many cases without the knowledge of senior management, in ad-hoc ways that can be useful and damaging at the same time.
The rise of the collaborative organization 27. August 2012
Von F. J. G. Zimny - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
The core
This is a nuts-and-bolts guide.

Jacob Morgan provides the information, insights and a strategic framework you need to use emergent collaborative software behind your company`s firewall to solve business problems, unearth new opportunies and to drive innovation.

This book is about enterprise 2.0. As defined as the use of emergent social software platforms by business in pursuit of their goals regardless of whether it is inside or outside the firewall.

Jacob Morgan is the principal and co-founder of Chess Media Group, a management consulting and strategic advisory firm on collaboration. He is the author of his new book "The Collaborative Organization," the first strategic guide for executives and decision makers seeking to deploy emerging technologies and strategies in the workplace (published by McGraw Hill, due out June 2012).

My rating

4,5 stars on a scale 0-5.

In an earlier post I wrote about the inertia of some managers for investing in knowledge management.

In that post I made a reference to Kaplan and Norton's Strategy Maps: Converting Intangible assets into tangible outcomes.

Jacob includes one - at least for me - essential part of it:

None of these intangible assets has value that can be measured seperately or independently.
The value of these intangible assets derives from their ability to help the organization implement its strategy.....
Intangible assets such as knowledge and technology seldom have a direct impact on financial outcome such as increased revenues, lowered costs and higher profits, Improvements in tangible assets affect financial outcomes through chains of cause-and-effect relationships.

Jacob and I agree completely with that statement.

The author claims that one can use the book as a guide for a one's collaborative journey. One should utilize everything you can in this chapter and in the book, adapt it, change it and make it your own. Regular readers may see a similar approach as of my blog serve4impact: context, connect, construct and compact changes. But be cautious: the book has a technology focus. To really start your collaborative journey I would like to recommend Morton Hansen book on Collaboration and Andrew McAfee's Enterprise 2.0.

I refer buying this book to anyone who is working in a knowledge intensive industry. As a manager or profesional. It is not limited to leaders for creating , implementing and adapting a strategy. Buy the book and do not read all of it. Check out your action points and start reading. As stated before, there is even more food of thougth (such as this fine reading list).

One flaw of the approach is that the approach of collaboration is limited at the enterprise level. Be aware of that.
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