Archive for the 'Collaboration' Category檔案為'協作'類別

March 9th 2008 2008年3月9日

Future of Enterprise Software未來的企業級軟件

To help maximize ROI for the Enterprise Applications for the CIOs Forester in a report titled 為了幫助客戶最大化的投資回報率，為企業申請的CIO福雷斯特在一份研究報告，題為 Enterprise Software in 2017 軟件企業在2017年 tries to look into the crystal ball to predict the future of Enterprise Application (EA). 試圖尋找到水晶球預測未來的企業應用（ EA ）進行鑑定。 Also, read concise overview of that report in the article by Enterprise Systems titled 同樣也可以閱讀簡明地概述了該報告在文章中，由企業系統名為 Enterprise Software Future profiled in Report 企業軟件未來將在這段報告 . 。

Using a scenario-based planning approach, Forrester introduces three scenarios to predict what the dominant vendors, market dynamics, and prices may be in 2017 使用基於情景規劃方法中， Forrester介紹了3種情況來預測哪些主導廠商，市場動態，價格可能在2017年

  1. Increased consolidation, diminished innovation, and high prices. 增加了整合，減少了創新和高價格。
  2. A new, large vendor enters to challenge IBM, Microsoft, Oracle, and SAP; stimulate innovation; and keep price increases at bay. 一個新的，大的廠商進入，以挑戰IBM ，微軟，甲骨文，及SAP ;刺激創新和不斷漲價，在海灣。
  3. Upheaval of today’s largest vendors, rapid innovation, and steep price declines. 動盪的今天，最大的供應商，快速創新，陡峭的價格下跌。

I don’t think, the above mentioned information by the Forester is going to be of any use for the IT executives. It’s similar to asking a Wall Street Investment expert as to where the DOW Industrial Average might be in couple of years. You don’t want the answer “DOW could go up, or stay flat or go down”. That’s exactly what the Forester report predicts in the above 3 scenarios. Is there a great insight here? I would like to know what the probability of scenario 1 is v/s scenario 2 and scenario 3. 我不認為，上述資料由福雷斯特去加以任何利用，為IT經理，它的類似問華爾街投資專家，以地方道瓊斯工業平均指數可能在數年之久。你不想要的答案" ，道指上漲，或持平或下降" ，這恰恰是福雷斯特報告預測，在上述三情景，難道還有一個偉大的洞察力這裡，我想知道是什麼概率的情景1 v / s的情景2和情景3 。 Maybe if you buy the report for $279 you will get the detailed answer, I guess… 也許如果你購買了該報告為279美元你一定會得到詳盡的答案，我猜…

Let’s look at the 3 scenarios and apply 讓我們看看在第3情景和適用 Porter’s 5 Forces for Industry Analysis 波特的五力，為行業分析 . 。 If Scenario 1 were to come to fruition, Supplier Power will come into play. Larger organizations that are on these EA platforms, due to high switching cost may agree to pay higher price. But will they put up with low innovation or no innovation from EA Vendors? In a hyper competitive globalization environment large firms cannot afford to take their eyes off the competitive landscape. New firms with disruptive technology will come to the fore fast and from unknown places. If the EA Vendors consolidate and reduce innovation, larger organizations that use those Enterprise Applications will be stuck with older slower moving technology. They will not be able to compete to fast changing environment. Thus Buyers Power will trump Supplier Power in this case and large firms will continue to pressure EA Vendors to innovate. There is a symbiotic relationship between large organization and EA vendors. Failure of one will lead to failure of the other. Hence Scenario 1 is out (Well, EA vendors can raise price but cannot afford NOT to innovate). 如果設想1人，以如期實現，電力供應商來發揮作用。較大的組織表示對這些環境因素的平台 ， 因為高轉換成本可能同意支付更高的代價，但他們會忍受低創新或沒有創新，從環境評估廠商？在一個超競爭的全球化環境中大型企業不能掌握自己的眼睛小康的競爭格局，新的公司突破性的技術會來前列快，從不知名的地方，如果環境評估供應商鞏固和減少創新，是大型組織使用這些企業應用將堅持與老年人慢移動技術，他們將無法競爭，以快速變化的環境中，因此買家的電力將供應商特朗普的權力在這種情況下，與大公司將繼續施加壓力，環境評估廠商的創新也有一個共生關係大機構和EA廠商。失敗的人會導致失敗的，其他，因此設想1 ，是出於（好，環境評估廠商可以提高價格，但不能沒有創新） 。

There is always a possibility for some large new vendor, that may decide to challenge existing EA vendors (Google?). But again huge switching cost will discourage large firms from embracing a new vendor unless the new application radically simplifies implementation and integration of EA software. Remember extremely draconian implementation and integration of Enterprise Application that causes firms to fear changing EA vendors. Hence Barriers to Entry to the new EA Vendor is high. So Scenario 2 is out. 始終存在著一種可能性，為一些新的大型廠商，這可能決定挑戰現有環境評估供應商（ Google嗎？ ） ，但政府又龐大的轉換成本，將勸阻大型企業，從迎來了新的供應商，除非新的應用從根本上簡化了實施和集成電軟件記住極為嚴苛的實施和集成的企業應用程序，造成公司害怕改變環境的供應商，因此進入壁壘，以新的環境評估，賣方是高，所以方案2是列。

We will continue to see rapid innovation. As mentioned in my blog 我們將繼續看到快速的創新。正如我在博客 2008, Year for Mass Adoption for SaaS 到2008年，今年為大規模採用，為張Saas , this year might be the breakout year for SaaS – disruptive delivery model that will challenge traditional EA delivery model. In fact, it’s that Holy Grail that has the potential to simplify implementation and integration problems all firms face. Diminishing computing power, storage cost will continue to lower barriers for the competitors and we will continue to see new and disruptive applications. Better collaborative tools will lead to lean and agile Open Source Solution. All of this will continue to challenge Enterprise Application as we know it. I think, Scenario 3 is the only viable option. ，今年可能爆發的一年，張Saas -破壞性的交付模式，將挑戰傳統環境交付模式。事實上，它的這聖杯說，有潛力，以簡化執行和整合問題，所有企業面對的問題。遞減計算能力，存儲成本將繼續降低壁壘，為競爭者，我們將繼續看到新的和破壞性的應用。更好的協作工具，將導致精益和敏捷的開放源代碼解決方案，這一切都將繼續挑戰，企業應用，因為我們知道，而且我覺得，第三種情況是唯一可行的選擇。

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February 2nd 2008 2008年2月2日

Cisco’s Collaboration Strategy思科的合作策略


Information Week’s article 信息本週的文章 Cisco’s Emerging Collaboration Strategy 思科的新興協作策略 talks on how Cisco’s Chairman John Chambers intends to build hardware and software solution to take advantage of collaboration that will enable traditional organization to transform its business model. Chambers says that collaboration will fundamentally change the nature of work, enabling productivity growth to soar back into the realms last seen in the economic surge of the late 1990s. 會談，就如何思科公司的董事長約翰錢伯斯打算建立 硬件和軟件解決方案，採取合作的一大優勢，這將使傳統的組織改造自己的商業模式錢伯斯說，協作將從根本上改變工作性質，使生產力成長飆升，回進入境界上看到，在經濟急升， 20世紀90年代後期。

While other traditional companies are unsure on how to deploy and use collaboration, interactive technologies (aka Web 2.0), Cisco is internally deploying interactive Web forums like wikis and blogs; IM; interactive “teamspaces” and videoconferencing and telepresence–a life-size, high-def, multiple-screen system for face-to-face meetings among users in multiple locations. By ‘eating its own dog food’, Cisco is branding itself as a game changer again. 而另一些傳統公司都不清楚就如何部署和使用的協作，交互式技術（又名網頁2.0 ） ，思科內部部署基於網絡的互動論壇，像維基和博客;肌注;互動" teamspaces "和視頻會議以及臨場感一個真人大小的，高畫質，多屏幕系統面對面會議用戶之間在多個地點，通過'吃自己的狗食物' ，思科品牌本身作為一個改變遊戲規則。

Though, the article questions “is Cisco’s latest initiative just Videoconferencing 2.0, or is it really something revolutionary”? 雖然，文章質疑 " ，是思科公司的最新舉措只是視像2.0 ，或者是真是革命" ？ I believe Cisco is more in tune with collaboration opportunity the global networking ‘cloud’ has created. It will only accelerate the productivity in coming years because of the network effect. The article talks on how “I-Zone wiki, a company-wide forum for new business ideas launched not by IT but by the Emerging Technologies Group”. This is a clear example of how collaboration technologies within Cisco are bringing about new innovations. 我相信，思科是更加符合協作機會，在全球網絡'雲'造成的，它只會加速生產力在未來幾年內，因為該網絡的作用。這篇文章談如何"我區Wiki上，全公司論壇新的經營理念，推出了不是它，而是由新興技術組" ， 這是一個明顯的例子是如何協作技術，思科內部正在實現新的創新。

Though there is certainly some hype with Web 2.0 (similar to ‘dot com’ hype), collaboration and social networking technologies have far more impact on the improving global productivity than the initial introduction of internet (aka Web 1.0). The race is on for the Companies to get ‘collaboration’ right which in turn will enable them to build complex talent-based competitive advantages that competitors won’t be able to duplicate easily. Kudos to Chambers for seeing this opportunity and positioning his company to take advantage of huge collaboration infrastructure investment by all companies in near future. Telepresence (its giant size video conference) will not make a huge impact on Cisco’s bottom line initially but it is sure to have a phenomenal impact on its brand. 雖然有一定炒作一些與Web 2.0 （類似'斑點COM的'炒作） ，協作和社會網絡技術，有更多的影響，對提高全球的生產力，比最初推出的網際網路（又名網頁1.0 ） ，該賽事是為該 公司就'協作'的權利，這反過來又使他們能以建立的複合型人才為基礎的競爭優勢，競爭對手將無法重複，容易。聲譽，以商會為看到這個機會和定位，他的公司能夠利用龐大的協作基礎設施建設投資，由所有的公司在不久的將來。臨場感（巨型尺寸視頻會議）將不會作出很大的影響，對思科的底線，但最初，它是肯定有一個驚人的影響，對自己的品牌。 Cisco’s Collaboration Strategy is bombastic yet realistic and it will reap huge benefit because of its belief in the future of ‘human network’. 思科的合作策略是高調，但現實的，而且會得到極大的好處，因為它相信，在未來的'人際網絡' 。

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January 24th 2008 2008年1月24日

Managing Diversity in IT Department through Cultural Intelligence管理多樣性，在IT部門通過文化情報

Mike Vizard, Editorial Director for Ziff-Davis Enterprise makes a poignant remark about the importance of diversity in the IT department in his blog “ 麥克vizard ，編輯部主任ziff -戴維斯企業提出了尖銳的言論約的重要性，多樣性，在資訊科技署在他的博客" Diversity in IT Has Become a Business Imperative 多樣性的，它已成為一個業務勢在必行 ”. I agree with his view that “the great issue of the day in technology is not the technology but rather the people within the IT department itself”. His observation “Indians and Russians seem to prefer to work with their own. "我同意他的看法，認為"這一重大問題的當天，在技術不是技術，而是人民內部的IT部門本身" ，他的觀察" ，印度人和俄羅斯人似乎更願意與自己的。 Caucasian employees form their own cliques based on age, gender, sexual orientation and ethnicity while Asians do likewise along national and sometimes even tribal lines. 白人僱員形成自己的朋黨根據年齡，性別，性傾向和種族問題，而亞洲人也這樣做沿線國家，有時甚至部落線。 And, in response, Afro-Americans have now also created their own cliques”, and “The onus on preventing that from happening should fall squarely on the shoulders of IT managers who unfortunately appear to be unwilling for any number of reasons to tackle the issue head on” has some truth to it. ，並在回應時，非裔美國人，現在也建立了自己的朋黨" ， "舉證責任防止這種情況發生，應該屬於對肩上的IT經理人不幸似乎不願作任何數目的理由，以應付有關問題頭部"的真理性。

I think it’s not only important for the managers but for the organization’s culture to recognize the importance of enabling the collaboration among employees with diverse background. But without proper training the HR department or the management do not have the right tools to maximize the productivity and take advantage of diversity within the organization. Most of the HR departments have diversity initiative that targets the issue only superficially (based on the skin color). That may be counterproductive and no one knows how to translate diversity initiative into maximizing profits for the organizations. Hence the diversity initiative end up being only one of the many ‘HR policies’ and managers don’t get very enthusiastic in implementing it.   Hence they will try to do the minimal that is mandated by the corporate HR department. 我認為這不僅是重要的是經理人，但對於該組織的文化，認識到問題的重要性，使之間的協作，員工與不同背景，但如果沒有適當的訓練，人力資源處或管理不具備正確的工具，以最大限度地生產力，並利用多樣化的組織內部，大部分的人力資源部門有多樣性倡議的目標問題只是表面上（根據皮膚顏色） ，那可能會產生反效果，沒有人知道如何把多樣性倡議納入利潤最大化為該組織的，所以多樣性計劃，最終只有其中的許多'人力資源政策和管理沒有得到非常熱烈，在實行上，因此，他們將努力做到最起碼是授權由公司的人力資源部門。

According to 據 Martha Maznevski 瑪莎maznevski , professor of organizational behavior and international management at IMD, 教授，組織行為學和國際管理發展學院， Lausanne 洛桑 , ， Switzerland 瑞士 , only way to leverage diversity in the organization is for individuals to develop Cultural Intelligence. ，只有這樣，才能槓桿多樣性，在該組織是為個人，以發展文化產業的智慧。 According to Martha, Cultural intelligence is an ability to look at situation from both business and cultural perspective simultaneously. The link to her video where she talks on how to leverage Cultural Intelligence to manage global (in other words diverse) resource is 據瑪莎，文化情報，是一種能力，看形勢，從商業和文化的層面同時進行。聯繫，以她的視頻她會談，就如何利用文化情報，以管理全球（換句話說多樣的）資源 here 這裡 . If you would rather read, here is the 如果你想閱讀，這裡是 link to the transcript 鏈接到謄本 of that video. 這一視頻。

The gist of it is: There are three components of Cultural intelligence that one need to master to manage people and thus enable lateral and bottom up communication globally 要點是：有3個組成部分的文化情報，其中需要掌握管理的人，從而使橫向和自下而上的溝通，在全球範圍內

  1. Knowledge : Ability to engage in learning other’s culture, getting historical and different perspective of a nation, religion, culture or ethnicity. 知識 ：有能力從事學習對方的文化，獲得歷史和不同的角度來看，一個民族，宗教，文化或種族。
  2. Skills : Ability to master Cross cultural communication and become an effective communicator 技巧 ：駕馭跨文化溝通，並成為一個有效的溝通
  3. Mindfulness : Capacity to continuously learn from our own actions and to reflect on them. 正念 ：能力不斷學習，從我們自己的行動，並反映在他們身上。

Of the 3 components of Cultural Intelligence, I personally think being Mindful is the only way one can change their behavior or communication style over the period to time but ‘Mindfulness’ is a very hazy concept that cannot be quantified. The ‘Knowledge’ and ‘Skills ‘ can be taught. How does an organization influence and provide incentives to be ‘mindful’ or become ‘reflective’? Its this sticky aspect of embracing diversity which makes it very difficult for organizations to monitor progress. That is the primary reason when the organizations talk about diversity they are more focused on attaining superficial goals (ie X% of minority workers). They cannot coerce employees or manager to be ‘mindful’. 在3組件的文化情報，我個人認為念及這是唯一的出路之一，可以改變自己的行為或溝通風格在這一期間，以時間，但'心'是一個很模糊的概念，不能被量化。 '知識'和'技能' ，可教，請問一個組織的影響力，並提供獎勵措施，以'銘記'或'反思'嗎？其粘性，這方面的概括性的多樣性，這使得它很難組織，監察工作的進展，這是首要原因時，組織談論多樣性，他們更加專注於實現膚淺目標（即 x ％的少數民族工人） ，他們不能強迫員工或經理人，以'銘記' 。

There is a tremendous potential if the organizations harnesses the collective intelligence of its work force that transcends every cultural barriers, but there is no easy way for organizations to provide incentives to change those behaviors. Mind you, being mindful is a powerful ability that will differentiate individual employee from crowd. As the Globalization of Labor continues, individuals that can fine tune their communication to be culturally sensitive will no doubt succeed. 有一個巨大的潛力，如果組織吊帶集體智慧，它的工作力量，是超越一切文化上的障礙，但並沒有簡便的方法，組織，以提供誘因來改變這種行為。介意你，念及是一個功能強大的能力，這將區分個別僱員從人群，由於全球化的勞動力持續下去，個人能微調其通信以文化敏感的，將毫無疑問獲得成功。

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January 19th 2008 2008年1月19日

Global Talent Movement全球人才流動

Early Humans were nomads, wandering the earth. As they found an ideal place as defined by alluvial soil, abundant supply of fresh water and balmy weather, they started to settle down. Initial large agrarian society emerged out in places like Mesopotamia and Indus Valley. 早期人類是游牧民族，遊走在地球上，因為他們發現一個理想的地方，確定的沖積土壤，並擁有豐富的鮮魚供應，供水和風和日麗中，他們開始安定下來。初次大型農業社會湧現出的地方，如美索不達米亞和印度河流域。 As more people settled, it led to imbalanced Supply and Demand for the basic needs. Limited resources led to wars which in turn led to creation of boundaries and a military to manage who can come and stay. As the economies of the countries were small initially, the countries restricted movement of people. 隨著越來越多的人定居的，它導致了失衡，供給和需求的基本需要。有限的資源，導致戰爭，這反過來又導致了創作的界限和軍事管理的人可以來住，由於各國的經濟小時候最初之後，各國限制運動的人。

Industrial revolution led to rise in productivity. We began to see first signs of movement of labor in form of urbanization. 工業革命導致生產力提高，我們開始見到的第一跡象勞動力轉移，在形式上的城市化。 But still the labor movement was restricted to the confines of the country border. 但仍是勞動力轉移的制約，以禁錮的國家邊界。 Information revolution with the rise of computing power, networking etc. led to the need for large number of skilled workers. ‘ Dot com’ phenomenon and Y2K issues in late 1990s suddenly spiked the demand for skilled labor and developed countries opened the flood gates for temporary immigration of skilled labor. 信息革命與崛起的計算能力，網絡化等，導致需要大量的技術工人。 ' 斑點最好'的現象和千年蟲問題，在20世紀90年代末突然飆升的需求，為熟練勞動力和發達國家打開了洪水閘門，暫時入境的熟練勞動力。

Now, integration of global labor pool caused by accelerated technological trends has started to create more division of labor leading to more specialization. Global organizations are now in need of highly skilled or talented workers. Rising wealth in Asian countries, demographic shifts (graying of workers in developed world) and lowering of barriers to set up a ‘for profit’ enterprise worldwide (both due to technology and government policies in the countries world wide), will only increase the competition for ‘Talented’ labor. Interesting observation in Economist about the 現在，一體化的全球勞動力池所造成的加快，科技的發展趨勢已經開始，以創造更多的分工會導致更多的專業化全球性組織，現在有需要的高技能人才或工人。不斷增長的財富在亞洲國家，人口變化（灰工人在發達世界的） ，以及降低貿易壁壘，設立'利潤'的企業在全世界（均因技術和政府政策，在世界各國廣） ， 將只會增加競爭的'人才'勞動。有趣的觀察，在經濟學家關於 World in Flux 世界在不斷變化 , talks how the “market for talented people is increasingly fierce – and global”. Here are some of the latest statistics and trends from the article. ，會談如何"市場為人才日趨激烈-和全球的" ，下面是一些最新的統計數據和趨勢，從這篇文章。

  • Currently 3% of the world population lives in foreign countries 目前全球的3 ％的人口生活在國外
  • In Europe Schengen area – which allows passport-free movement of labor is being expanded to include more countries in 在歐洲申根地區-允許對護照的人員自由流動的勞動力正在擴大，以包括更多國家 Eastern Europe 東歐
  • Serious debate currently in 嚴肅的辯論，目前在 Europe on how to attract more skilled foreign workers 歐洲，就如何吸引更多的外國技術工人
  • Britain is going to implement “Point system” similar to Australia, New Zealand and Canada to attract young skilled foreign workers 英國即將實施的"點制" ，類似於澳大利亞，新西蘭和加拿大等，以吸引青年技能的外國工人
  • Temporary workers program is being packaged as “circular migration” in the rich countries to make it more palatable for the voters 臨時工人計畫，是被包裝為"循環移民 " ， 在富裕國家，以使之更加適口，為選民
  • Booming 蓬勃發展 Asia is attracting highly skilled Westerners (I think this trend will only accelerate and create a brain drain in the developed countries for the first time!) 亞洲是吸引高技能的西方人（我想這個趨勢只會加快，並創造一個人才外流，在發達國家，為第一次！ ）

According to the article “it will become normal for well educated to spend some part of the year in some one else’s country”. The question I have is: Are we becoming nomadic again? In some sense globalization is slowly erasing the country boundaries. There is always the risk of backlash due to terrorism and jingoism. But in the long run I believe economic incentives for globalization far outweigh the risks associated with it and the talented people will be on the move! 據文章" ，將成為正常的受過良好教育的花費一年中的部分時間，在一些其他人的國家" ，我的問題是：我們是否變得游牧嗎？在一定意義上的全球化是緩慢的主人，國家的界限。始終存在著風險的反彈，由於恐怖主義和jingoism ，但在長期而言，我相信經濟誘因，全球化遠遠超過了相關風險，它和人才，將成為我國移動！

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January 5th 2008 2008年1月5日

Are Traditional Organizations Scared of Web 2.0?是傳統的組織害怕的Web 2.0 ？

Two online articles 兩個在線的文章 Is the Enterprise Afraid of Web 2.0? 是企業，怕的Web 2.0 ？ and 及 Why CEOs Are Afraid of Social Media 為什麼首席執行官們害怕社會媒體 investigate interesting reaction by the Traditional Firms on the rise of collaborative tools and social media. On the superficial level, executives and CIOs seem enthusiastic about wikis, blogs and social networking and have shown willingness to embrace this new development. You will see lot of 2.0 slapped to everything conventional and executives are pounding their chest as to how they have unshackled new ways of harnessing collaborative power within their organization. But at a deeper level, the traditional firms are downright scared of this new development. Externally they need to deal with the following changes: 調查有趣的反應，由傳統公司的崛起協同工具和社會媒體就膚淺層面上，總裁及首席信息官似乎熱衷於維基，博客和社會網絡，並表明願意接受這個新的發展，你會看到很多2.0掌摑，以一切常規和高管的衝擊，其胸部，以他們如何unshackled的新路子，治理協作威力，他們的組織，但在更深的層面上，傳統的公司是徹頭徹尾的恐懼，這種新的發展，對外需要處理與以下變化：

  • On a competitive landscape, new competitors will begin to emerge unconventionally due to lowering of barriers to collaborate and this will get more and more difficult for the traditional companies to keep track of their new competitors. 在一個競爭性的景觀，新的競爭者將開始出現unconventionally由於降低貿易壁壘協作，這將獲得更多，難度更大，為傳統企業，以掌握他們的新的競爭者。
  • The role of producers and consumers is beginning to blur and merge because of collaborative technology and is creating a new breed of 的作用，生產者和消費者也開始模糊和撤併，因為協同技術，並創造了新的品種 prosumers prosumers . Traditional Organizations need a new set of rules to manage prosumers. 傳統的組織需要一套新的規則來管理prosumers 。

Internally the organization needs to restructure itself radically (read my blog on 內部組織需要調整自己的根本（看過我的博客就 Why Traditional Organizations fail to leverage Web 2.0 technologies 為什麼傳統的組織未能槓桿的Web 2.0技術 ).  From the article ） ，從這篇文章 Why CEOs are afraid of Social Media 為什麼首席執行官們害怕社會媒體 : “To believers and practitioners of traditional top-down, command-and-control, for-me-to-know-and-you-to-find-out management (which is to say most of the people who run large business organizations–even those who talk a good participatory game), blogs, wikis, social networking sites are IEDs littered along the road to organizational stability…” and according to the article ： "信教和從事傳統的自上而下的，指揮與控制，為我到知道和你到尋找出管理（亦即大部分的人來說，大型企業組織-即使是那些對話一個良好的參與遊戲） ，博客，維基，社交網絡站點，是研究所滿佈公路沿線組織穩定… … " ，並根據文章 Is the Enterprise Afraid of Web 2.0 是企業，怕的Web 2.0 ? ？ “Web 2.0 challenges the core assumptions about information in the corporation—who gets it, who owns it, and who has power because they have it. " Web 2.0的挑戰核心的假設信息，在公司-誰得到它，誰擁有它，誰擁有權力，因為他們有它。 And that’sa really scary thing for people used to controlling it…” 和that'sa真正可怕的事，為人們用來控制它… … "

There you have it. To integrate social media and collaborative technologies, the traditional organization need to go through some drastic changes in their internal structure. Just by changing Enterprise to Enterprise 2.0 superficially will not enable the organization to harness the collaborative energy within the organization or with the prosumers . Traditional Firms will be challenged seriously by new and emerging competitors if they do not radically alter their power structure and control of information to take advantage of Web 2.0. 有你有它，要整合社會媒體和協作技術，傳統的組織需要經過一些劇變，其內部結構，只是通過改變企業的2.0表面不會使該組織能夠利用的能源合作組織內部或與prosumers 。傳統企業將受到挑戰，認真按新的和新出現的競爭對手，如果他們不從根本上改變他們的權力結構，以及信息控制，以充分利用Web 2.0的。

Popularity: 39% [人氣： 39 ％ [ ? ？ ] ]

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December 17th 2007 2007年12月17日

Impact of Social Computing on Marketing影響社會計算營銷

Read a very pertinent article on 宣讀了非常中肯的文章 Social Marketing 社會營銷 on Knowledge@Wharton. The article talks that the buzzwords like Fansumers, viral video etc are more than the marketing gimmicks. These trends are game changers and are going to impact the conventional marketing thinking at Madison Avenue. There is a real need by the consumer to be heard and make an impact on the future product. According to the article “Online technologies allow customers to communicate in new ways with one another, and companies must decide whether to ignore, co-opt or dive into these new waters of interactivity.” Those companies that want to dive into these new developments in Web 2.0 will find that ‘peer’ production has had the disruptive effect on 2 aspects of marketing. 對沃頓知識在線。文章會談表示buzzwords像fansumers ，病毒性錄像等，都是較行銷噱頭，這些動向是遊戲換店，並準備衝擊傳統的營銷思想，在麥迪遜大街有一個真正需要由消費者要聽取並作出影響，對未來的產品，據以第一個"網上技術，使客戶能夠溝通，以新的方式配合，公司必須決定是否繼續不理會，增選或下潛到這些新水域的交互性。 "這些公司想要潛入這些新的事態發展在Web 2.0會發覺'同行'的生產產生了破壞性影響，二方面的營銷。

  1. Market Research Tool : New and large number of willing and mostly unpaid consumers can be tapped to understand their concerns and objectives. Market Research can be driven by the consumers and firms can take the role of ‘facilitation’. 市場研究工具 ：新的和大量的願意，而且大部分無償消費者剩餘可採儲量，以了解他們的關注和目標市場的研究，可以驅使下，消費者和企業可採取的作用'便利' 。
  2. New Channel for Branding : You Tube video and other viral marketing technique has created new ways to ‘soft-pedal’ the brands – brands that are not ‘in your face’ yet ubiquitous. The marketing department needs to understand that their brand message needs to be less aggressive. 新的渠道品牌 ：你管視頻和其它病毒性營銷技術，已經形成了新的途徑，以'軟踏板 ' 品牌-品牌不是'在你的臉' ，但無處不在。營銷部門需要明白他們的品牌信息需要那麼冒進。

The most important conclusion the article makes is “Brands are not in control any longer, and those that let go and put the power in the hands of the user will do well”. Thus Web 2.0 has brought about major transfer of brand control. Let go of your control on your brand - is the message but it’s the hardest thing for a company to let go. But, sooner or later the businesses will understand that by democratizing their brand’s control, a far larger captive audience can be drawn to the product. Letting go of the control on the brand will automatically create an ecosystem of consumers who have the vested interest similar to that of the firm to make that brand successful. But the firm needs to manage and monitor that ecosystem. 最重要的結論，文章提出的是"品牌是無法控制的任何更長的時間 ， 和那些放手，並把控制權交給了用戶，將做好 " ，於是Web 2.0的，帶來了重大的轉讓品牌控制，讓去你的控制對你的品牌-是的訊息，但它的最困難的事情，一家公司要放手，但遲早的企業都明白，民主化自己品牌的控制，遠較大圈養觀眾可以提請該產品。兩手硬的控制論品牌，將自動創建一個生態系統的消費者，他們有既得利益類似表示，在該公司，使這一品牌的成功，但該公司需要管理和監測生態系統。

Take Dell as an example. Dell now provides computer with Linux operating system. There is a captive base of Linux fans who want the Dell Linux box to succeed. Dell marketing department can take advantage of the Linux users’ vested interest to create a sustained buzz both online of offline. Another Example is branding of 以戴爾為例，戴爾公司現在規定，計算機與Linux操作系統也有一個圈養基地的Linux愛好者頗感那些希望戴爾的Linux票房成功。戴爾營銷部門可以利用Linux的使用者既得利益者的利益，以創造一個持續的分類無論在線離線。另一個例子是品牌 Ron Paul 羅恩保羅 , the Republican Presidential Candidate here in the US. Yesterday his 中，共和黨總統候選人在這裡，在美國，昨天他 supporters raised $6 million 支持者提出6000000美元 on internet in a single day! All this was done by the supporters without coordinating with Ron Paul. Ron has set his initial vision for America and his supporter using online social media have empowered themselves to promulgate his brand. If you look at it, supporters of Ron have more control on his brand than Ron himself. Because of that, branding of ‘Dr. 因特網在一個單一的一天！一切之所以能這樣做，支持者沒有協調與羅恩保羅。羅恩已成立，他最初的設想，美國和他的支持者使用在線社會媒體都有權自行頒布他的品牌，如果你看看它，支持者對羅恩有更多的控制權，他的品牌比羅恩自己，因為，品牌的'博士 No’ is far more pervasive compared to other Republican and Democratic contenders. 不'是遠遠更為普遍比起其他共和黨和民主黨的競爭者。

Popularity: 38% [人氣： 38 ％ [ ? ？ ] ]

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December 13th 2007 2007年12月13日

Wisdom of the crowd and the Bullwhip effect群眾的智慧和牛鞭效應

Bullwhip effect 牛鞭效應 is an important concept in Supply Chain Management. 是一個重要的概念，在供應鏈管理。 This is the phenomenon when a slight change in demand gets amplified as you move away from the customers in the value chain. 這是現象時有輕微變化，在需求得到放大，因為你搬走，從客戶在價值鏈中。 Let’s say the quantity of office supplies sold by the retail stores in a region has stagnated. 讓我們說的數量，辦公用品銷售的零售商店在一個地區曾一度出現停滯狀態。 But if the demand increases say for four months linearly, the retail stores see this as a trend and begin to anticipate increased future demand even though its just a temporary effect. 但如果需求增加說，為4個月，線性，零售商店看到這樣一種趨勢，並開始增加，預計未來的需求，即使它只是一個暫時的效果。 The retail stores will increase its order size from the distributors. 零售商店將增加訂貨量，從分銷商。 Distributors, who see this trend, anticipate even larger order s from the retail shops and will place larger order with the suppliers. 分銷商，他們看到這個趨勢，預計更大規模的秩序s從零售商店，並會發生較大的秩序與供應商。 This trend continues down the supply chain amplifying the effect. 這種趨勢繼續下去供應鏈下游的放大效應。 Bullwhip effect is not new but the ‘Wisdom of the Crowd’ has the tendency to exasperate this issue even further. 牛鞭效應是不是新的，但'群眾的智慧'的傾向exasperate這個問題更加緩慢。

As collaborative technology matures, and as the number of people ‘peer’ producing increases, common sense tells that the Bullwhip effect should reduce. 作為協同技術的成熟，並為多的人'同行'生產的增加，普通常識告訴牛鞭效應應減少。 More the number of people involved in the process, more ‘eyes’ to identify the potential and probable Bullwhip effect, right?  Thats the main selling point of crowd sourcing - “many heads are far better than one”. 越多的人參與，在這個過程中，更多的'眼睛' ，以找出潛在的和可能存在的牛鞭效應，對不對？ thats主要賣點的採購人群-"許多校長都遠勝一" 。 But, few incidents over the past few years indicate that the Bullwhip effect gets lot worse if the number of people involved increases. 但是，很少發生在過去的幾年裡表明，牛鞭效應得到很大差距，如果涉及人數增加。

  • The US Stock Bubble of 2001 : Bull market of late 1990s that led to the dot com bubble highlighted the ‘irrational exuberance’ by the investors. 美國股市泡沫的2001年 ： 牛市的上世紀90年代末，導致該點com泡沫突出了'非理性繁榮' ，由投資者。 Large number of investors got involved in the stock market because of the democratization of investing brought about by several on-line trading firms. 大批投資者介入股市，因為該國的民主化的投資所帶來的幾對網上交易的公司。 Low trading fees led to frenzied trading. 低廉的交易費用，導致瘋狂地買賣。 Though Web 2.0 technologies were not available then, primitive technology to support the ‘Wisdom of the crowd’ existed in form of message boards and multiple online web based investment portals. 雖然Web 2.0的技術並沒有那麼，原始的技術，以支持'群眾的智慧'存在形式的留言板和多種在線網絡為基礎的投資門戶。 Several smart people like brokers in New York, venture capitalists and tech workers at Silicon Valley were involved in creating an euphoria for the tech stocks. 幾個聰明人都喜歡經紀人在紐約，風險資本家和科技工作者在矽谷參與創制勝利沖昏了頭腦，為科技股。 None of them saw the ‘bubble’ leading to crash of NASDAQ in late 2001. 他們之中沒有人看到'泡沫' ，導致飛機墜毀納斯達克在2001年年底。
  • Global Credit Crunch of 2007 : Again very smart investors (both large and small) are getting bitten by the Credit Crunch of 2007. 全球信貸緊縮的2007年 ：再次非常聰明的投資者（不論大，小）越咬，信貸緊縮的2007年。 In fact involvement of larger number of people in the real estate market has led to soaring of property value, which in turn led to the sub prime mess. 事實上，參與更多的人在房地產市場，導致飆升的財產價值，這反過來又導致了小組總理一塌糊塗。 Banks, Mortgage industr ies and other financial institutions who deal with risk every day got side tracked and surprise – surprise they did not anticipate the coming sub prime and liquidity crisis. 銀行，按揭industr互動就業服務及其他金融機構的處理風險每天都得到一面追踪和驚訝-驚訝，他們沒有預料到未來亞總理和流動資金不足的危機。 From borrowers to lenders, everyone globally is seeing their investment s getting decimated. 由借款人向貸款人，每個人都在全球範圍內，是看到他們的投資s日益破壞。

As seen above, the amplification is strongly correlated with the number of people involved. 如上文所示，功放是強烈相關，與有多少人參與。 As more people get plugged directly or indirectly in the global economy, we will see some wild gyrations. 隨著越來越多的人得到堵塞，直接或間接地在全球經濟中，我們將看到一些野生起落。 Wisdom of the crowd acts in a harmful way doesn’t it. 群眾的智慧行為，在一種有害的方式沒有它。 Why is that? 這是為什麼？ Why, when the number of people involved increases, our collective ability to detect anomalies and ‘bubbles’ diminishes? 因此，當涉及人數增加 ， 我們的集體有能力偵測異常與'泡'遞減？ The answer lies in what Warren Buffett calls ‘Institutional Imperative’ (see my blog 答案就在於什麼巴菲特電話』體制勢在必行' （參見我的博客 Traditional Manager and the curse of Institutional Imperative 傳統管理者與詛咒的體制勢在必行 ). ） 。 Buffett describes the ‘Institutional Imperative’ as that need for people to act and do like their peers no matter how irrational it may seem. 巴菲特描述了'體制勢在必行' ，因為這需要人們採取行動，並喜歡他們的朋輩，不管如何非理性的 ，它可能是兩回事。

This institutional imperative ‘mixed with’ the wisdom of the crowd is the sure recipe for creating an enhanced Bullwhip effect. 這種體制勢在必行'混'了群眾的智慧，是肯定會創造一個強化牛鞭效應。 We will see more volatility in the market as the number of people involved increases. 我們將會看到更多的市場波動，因為涉及人數增加。 The hype of crowd sourcing and ‘peer’ production needs to be dealt with carefully. 天花亂墜的人群採購及朋輩的生產必須小心處理。 Though there are some great applications that can take advantage of user created content, I think there is also an elevated risk of going in a wrong path for a long time without being corrected because of the ‘wisdom’ of the crowd. 雖然也有一些大的應用軟件可以充分利用用戶創造的內容，我覺得是有，也是高風險的準備，在一個錯誤的道路，在相當長的時間內被糾正，因為'智慧'的人群。

Popularity: 30% [人氣： 30 ％ [ ? ？ ] ]

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November 4th 2007 2007年11月4日

Cultural Intelligence for IT Workers文化情報，為IT工作者

What is Cultural Intelligence? 什麼是文化智慧呢？ Cultural Intelligence 文化情報 or Cultural Quotient (CQ) is a theory within Organization Psychology and Management that is focused on understanding the impact of individual behavior in the context of his/her national culture. To be globally competitive, an IT Worker needs to acquire knowledge and skills to understand unique culture of diverse individuals in the context of region, religion, ethnicity and country. 或文化智商（重慶） ，是一個理論與組織心理學和管理，即側重於理解的影響，個人的行為和語境中的他/她的民族文化， 能夠在全球範圍內的競爭力，這是一個工人需要掌握知識和技能，以了解獨特的文化，多樣的個人背景的地區，宗教，種族和國家。

As the barriers for globalization continue to go down and as firms try to diversify and expand where the labor is, the IT projects now are more complex than ever before. IT projects no longer belong to a region or a country. It is owned by multiple groups spanning across the globe. An IT Worker is expected to collaborate with the other IT Workers dispersed across the globe. Under these circumstances, an IT worker needs to build new dimension of collaborating with different people of different cultural orientation and different level of comfort with English language. 作為屏障，為全球化不斷深入，作為企業嘗試多元化，並擴大地方勞動，資訊科技項目，現在是更複雜的，比以往任何時候，它的項目不再屬於一個地區或國家，它是擁有多重集團橫跨地球是一個IT工作者，可望與其他IT員工分散在全球各地，在這種情況下，一個IT工作者需要建立新的層面的合作，與不同人的不同的文化取向和不同程度的安慰與英語語言。

Geert Hofstede geert霍夫斯塔德 is an expert Dutch researcher who has documented on the interactions between national cultures and organization cultures has built the framework for assessing global culture. He has divided the culture into 5 dimensions: 是一個專家荷蘭語研究員曾記錄於互動民族文化和組織文化已經建立了框架，以評估全球文化中， 他還把文化，為5個方面：

  • Power Distance Index 權力距離指數
  • Individualism 個人主義
  • Masculinity 陽剛
  • Uncertainty Avoidance Index 不確定性規避指數
  • Long-Term Orientation . 長期方向。

Each country or a region has a culture that is different in one or more dimensions. IT worker needs a clear understanding of Hofstede’s five 每一個國家或一個地區的文化，不同的是在一個或多個層面， 它的工人需要有一個清醒的認識霍夫斯塔德的五年 cultural dimensions 文化層面 to implement ways to improve collaboration of the globally diverse labor.  For ex: If you compare the countries US and France, you will see that the Uncertainty Avoidance Index is high for the French culture and low for the US culture.  IT workers in these countries will react to solving a ‘complex’ programming problem in a diametrically opposite ways.  US IT Workers (with low Uncertainty Avoidance Index) would want to tackle the problem upfront and is willing to take risk of failure but a French IT Worker (with high Uncertainty Avoidance Index) would want to brainstorm and research to see if there are different and efficient ways to solve the problem.  Without the Hofstede’s framework, from a French perspective, a US IT worker appear ‘cowboy’ish in his approach and from the US IT Worker perspective, a French IT worker will appear to be ’stalling’ the work - thus reinforcing the typical cultural stereotype.  Hofstede’s cultural dimensions are a powerful framework to go beyond the stereotypes and look at ways to take advantage of their natural cultural predisposition. 採取方法，以提高合作的全球多元化的勞動。特惠：如果你比較一下各國，美國和法國，你會看到的不確定性規避指數偏高，為法國文化低，為美國的文化，它的工人在這些國家會對此作出反應，以解決『複雜』規劃問題，在一個截然相反的方式，美國IT員工（低不確定性規避指數） ，將要解決這個問題的前期，並願意採取失敗的風險，但法語的IT工作者（高不確定性避稅指數） ，將要集思廣益和研究，看看是否有不同的和有效率的方式來解決這個問題。未經霍夫斯塔德的框架，從法語的角度來看，美國的IT工作者看來' cowboy'ish在他的做法，並從美國IT工作者的角度來看，法國的這名工人似乎是'拖'的工作-從而鞏固典型的文化刻板印象。霍夫斯塔德的文化層面的是一個強有力的框架，以超越成見，並探討可行的辦法，充分利用其自然風貌文化誘因。

Though English is the lingua franca of the global IT development, people in different regions have differing level of comfort with English language. 雖然英語是通用語言的全球信息技術不斷發展，人們在不同地區有不同的舒適程度與英語等。 Every region in the world has ‘localized’ English accent as well as use of words that radically alter the meaning. 每一個地區，在世界上有'局部'英語口音，以及使用的話從根本上改變的意思。 For example: ‘a deadly issue’ for an American is an issue resulting in the death of people involved.  It’s far less ‘severe’ to an Indian.  Hence an ability to go beyond grammer and language and dive deeper to get the right information will also become an important skill for the IT worker. 舉例來說： '致命的問題' ，為美國的一個問題是，在導致死亡的人參與，它的遠不如'嚴重'一種印度，因此它有能力超越語法和語言和下潛更深，以獲得正確的信息也將成為一項重要的技能，為科技工作者。

The role of IT worker has evolved over the past decade. Initially, the job was insular. The IT worker could be easily stereotyped as an incompetent communicator. Now, due to increase in complexity, ‘soft’ skills like good communication skills, collaboration skills are becoming more important. An IT worker with higher CQ will not only be more valuable to the firm but also will have a higher chance of employability. 角色的IT工作者在不斷變化，在過去十年初期階段，該工作是狹隘的。科技工作者，可以很容易定型，因為一個不稱職的傳播者。現在，由於增加了複雜性， 『軟』 ，技能良好的溝通技巧，協作能力正變得越來越重要。資訊科技工作者具有較高對你的將不僅是更有價值的堅定，但也將有較高的機會，就業能力。

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October 16th 2007 2007年10月16日

What’s better?什麼是更好嗎？ Crowd Sourcing?人群貨源？ or Expert Sourcing?或專家貨源？

With the rise of social networking and collaboration technology there is growing interest in ‘Crowd Sourcing’. Wikipedia is a classic example where we have witnessed a dramatic shift of power from the experts to the ‘crowd’. According to numerous studies, the percentage of errors on the Wikipedia site is far lower than that of other Encyclopedia sites written by experts. We see the trend where ‘crowd’ generated solution that is not only pertinent but lot cheaper than the expert generated solution. Is expert advice irrelevant in this new collaborative age? Will it be a passé to get an expert advice? Are million heads better than one? 與崛起的社會網絡和協作技術有越來越多的興趣'人群採購' 。 Wikipedia是一個典型的例子，我們已經目睹了巨大變化的力量來自專家，以'人群' 。根據許多研究顯示，百分比誤差對維基百科網站是遠遠低於其他大百科全書網站撰稿的專家，我們看到的趨勢，其中， '人群'所產生的解決方案，不僅是中肯的，但很多便宜的，比專家所產生的解決方案，是專家的意見無關緊要在這個新的協作年齡？會不會是一場passé以獲得專家意見？都是萬頭總比一個？

Not necessarily, here are couple of examples which shows that experts still have a powerful impact. 不一定，這裡有兩個例子，顯示專家仍擁有強大的影響力。

  1. Malcolm Gladwell in the book ‘ 馬爾科姆Gladwell ）在書中' Blink 眨巴 ’ talks about the Herman Miller, Inc. which hired an expert designer to design a new office chair. The designer came up with a radically unique design that was extremely ergonomic as well as comfortable, but the reception for this chair by the ‘crowd’ was downright chilly. None of the test customers wanted to sit on it. How that chair became the best selling, a must have $900 chair is another story, but the point is: this radically different looking chair could not have been designed by the crowd. '談論自己的赫爾曼米勒公司，其中聘請了專家設計師設計一個新的辦公椅。設計師想出來一個根本性的獨特設計是非常符合人體工程學，以及舒適，但接待這椅子受'人群'是徹頭徹尾的寒冷，但該試驗的顧客想要坐它，如何主持會議，成為最暢銷的，必須有900元，椅子是另一回事，但有一點就是：這根本不同的期待椅子已經不能為設計是由人群。
  2. Heath Brothers in their