http://knowledgemanagementonline.com Gleaning business value from online innovations posterous.com Wed, 01 Sep 2010 11:18:49 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/5vZ3TIPfdt4/echo-echo-echo http://knowledgemanagementonline.com/echo-echo-echo <p> Who has time to manage all these channels separately? No one. So you choose a few and then, as Emily Dickinson would have you, &quot;close the door.&quot; Leave the others alone. I&#39;m sure the serene among us can do that, &quot;Oh, I choose Facebook because that&#39;s where all my friends are...&quot;  But why must I do that? So ping and posterous and hootsuite are finding me easy prey -- integrate them all into one experience, they say.  Oh, and then each of the channels starts to offer internal integration, and so on and so on.<p /> Well, this is a long apology for the echo echo echo that I inadvertently create among all the channels when I lose track of which channel I cross linked among all the others.  And it&#39;s a test -- I think this will only post once, but let&#39;s find out!<p /> And here&#39;s my advice to people like me who want to find ways to make cross connections simpler -- take out your notebook or your iPhone when you cross link and WRITE IT DOWN. It&#39;s a lot easier to unravel if you have a scrap of documentation... </p> <p><a href="http://knowledgemanagementonline.com/echo-echo-echo">Permalink</a> | <a href="http://knowledgemanagementonline.com/echo-echo-echo#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=5vZ3TIPfdt4:i-LF8Zv1khs:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=5vZ3TIPfdt4:i-LF8Zv1khs:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=5vZ3TIPfdt4:i-LF8Zv1khs:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=5vZ3TIPfdt4:i-LF8Zv1khs:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=5vZ3TIPfdt4:i-LF8Zv1khs:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=5vZ3TIPfdt4:i-LF8Zv1khs:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=5vZ3TIPfdt4:i-LF8Zv1khs:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=5vZ3TIPfdt4:i-LF8Zv1khs:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/5vZ3TIPfdt4" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/echo-echo-echo Fri, 30 Jul 2010 20:27:00 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/7JBT3fHkF4A/winky-dink-and-you-back-to-roots-of.html http://knowledgemanagementonline.com/2010/07/winky-dink-and-you-back-to-roots-of.html <p> <div class="posterous_autopost"> <div class="posterous_bookmarklet_entry"> <blockquote><div> <div>From Wikipedia, the free encyclopedia</div> <p> </p> <div> Jump to: <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#mw-head">navigation</a>, <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#p-search">search</a> </div> <p><i><b>Winky Dink And You</b></i> was a <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Columbia Broadcasting System">CBS</a> television children's show that aired from 1953 to 1957, on Saturday mornings at 10:30 a.m./9:30 central. It was hosted by <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Jack Barry (television)">Jack Barry</a>, and featured the exploits of a cartoon character named Winky Dink (voiced by <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Mae Questel">Mae Questel</a>) and his dog Woofer. The show, created by <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Harry Prichett, Sr. (page does not exist)">Harry Prichett, Sr.</a> and <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Ed Wyckoff (page does not exist)">Ed Wyckoff</a>, featured Barry and his sidekick, the incompetent Mr. Bungle (<a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Dayton Allen">Dayton Allen</a>), introducing clips of Winky Dink, noted for his plaid pants, tousled hair, and large eyes.</p> <p>Praised by Microsoft mogul <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Bill Gates">Bill Gates</a> as "the first interactive TV show," the show's central gimmick was the use of a "magic drawing screen", which was a large piece of <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Vinyl">vinyl</a> plastic which stuck to the television screen via <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Static electricity">static electricity</a>. A kit containing the screen and various Winky Dink crayons could be purchased for 50 cents. At a climactic scene in every Winky Dink short, Winky would arrive upon a scene which contained a <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Connect the dots">connect the dots</a> picture. He would then prompt the children at home to complete the picture, and the finished result would help him continue the story. Examples include drawing a bridge to cross a river, an axe to chop down a tree, or a cage to trap a dangerous lion. Many children would omit the Magic Screen and draw on the television screen itself, to the annoyance of their parents. Conversely, children would often forget to remove the screen, which would remain on the TV until someone realized the picture was not very bright and had a gray-green tinge.</p> <p>Another use of the interactive screen was to decode messages. An image would be displayed, showing only the vertical lines of the letters of the secret message, which viewers at home would quickly trace onto their magic screen. A second image would then display the horizontal lines, completing the text.</p> <p>A final use of the screen was to create the outline of a character with whom Jack Barry would have a conversation. It would seem meaningless to viewers without the screen, further encouraging its purchase.</p> <p>The program was wildly successful because of its pioneering interactive marketing scheme, and Winky Dink became one of television's most popular characters of the 1950s. However, the show's production was halted despite its modest popularity due to concerns about radiation in television sets affecting children and because of parents' complaints about children drawing on the screen.</p> <p>The show was revived in <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Television syndication">syndication</a> for 65 episodes beginning in 1969 and ending in 1973. In the 1990s, a new "Winky Dink Kit" emerged on the market, containing a magic screen, crayons, and all-new digitized <i>Winky Dink and You</i> episodes.</p> <h3> <span>[<a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Edit section: External links">edit</a>]</span> <span>External links</span> </h3> <ul> <li><a href="http://www.irememberjfk.com/mt/2008/09/winky-dink_and_you.php" rel="nofollow">I Remember JFK: Winky Dink and You</a></li> <li> <a href="http://www.imdb.com/title/tt0045456/" rel="nofollow"><i>Winky-Dink and You (1953)</i></a> at the <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Internet Movie Database">Internet Movie Database</a> </li> <li> <a href="http://www.imdb.com/title/tt0313788/" rel="nofollow"><i>Winky Dink and You (1969)</i></a> at the <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Internet Movie Database">Internet Movie Database</a> </li> </ul> <p><br /></p> <div> Retrieved from "<a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You">http://en.wikipedia.org/wiki/Winky_Dink_and_You</a>"</div> <div><div> <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Special:Categories">Categories</a>: <span><a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Category:CBS network shows">CBS network shows</a></span> | <span><a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Category:American children's television series">American children's television series</a></span> | <span><a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Category:Television series by Barry &amp; Enright Productions">Television series by Barry &amp; Enright Productions</a></span> | <span><a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Category:1953 television series debuts">1953 television series debuts</a></span> | <span><a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Category:1957 television series endings">1957 television series endings</a></span> | <span><a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Category:1969 television series debuts">1969 television series debuts</a></span> | <span><a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Category:1973 television series endings">1973 television series endings</a></span> | <span><a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You#" title="Category:Television series with missing episodes">Television series with missing episodes</a></span> </div></div> <p> </p> </div></blockquote> <div class="posterous_quote_citation">via <a href="http://en.wikipedia.org/wiki/Winky_Dink_and_You">en.wikipedia.org</a> </div> <p>I'm working on mobile applications and mobile interfaces for standard applications now, and it's started a new part of my brain fizzing into connections with very interesting material. Interesting to me, anyway... </p> <p>I was thinking about the history of interaction (or perhaps my history of interaction) and Winky Dink returned to me with a thump. Interaction is a concept, not a technology, and Winky Dink proved it. I probably remember it so vividly because I got quite a thump when my Dad saw my crayon drawing of a ladder on the TV set screen. Memorable. Maybe even PTSD memorable...I awake screaming from Star-Headed Alien nightmares...not really. </p> <p>There are so few barriers to possibility in this new mobile universe (except for the 64x960 screen size). I'm reflecting on how very limiting technology capabilities have been on the ideas that we execute -- especially within a big corporate infrastructure. And shouldn't we be teaching classes on how constraining in-place corporate infrastructure can be in university CSEE programs? -- otherwise you only learn about it as your heart breaks professionally. </p> <p>But mobile puts me outside of this pale -- I step away from the millstone. It also puts a lot more pressure on actual Web Services (documented and packaged, not just sketched and then embedded in a single use, or is that just us?). </p> <p>But there is such freedom in this moment. Back to Winky Dink and the faceless millions who might be persuaded to draw the ladder on the screen. I think also of the cell phone symphonies. What can we do together across these devices? Wow. </p> <p>Most things, the deeper you get into the minutia, the more mundane the affect, the more prosaic the whole thing becomes, but this is having the opposite effect on me. Even the nay-saying that comes from FUD doesn't extinguish the excitement. Wow.</p> </div> <p style="font-size: 10px;"> <a href="http://posterous.com/">Posted via email</a> from <a href="http://knowledgemanagementonline.com/winky-dink-and-you-back-to-the-roots-of-inter">Knowledge Management Online</a> </p> </div><div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-5306889594441070279?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2010/07/winky-dink-and-you-back-to-roots-of.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2010/07/winky-dink-and-you-back-to-roots-of.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=7JBT3fHkF4A:LNKgvgwFz10:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a 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src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/7JBT3fHkF4A" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2010/07/winky-dink-and-you-back-to-roots-of.html Thu, 22 Jul 2010 19:08:00 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/-ANWUMah23E/state-farm-acting-on-allstate-agent.html http://knowledgemanagementonline.com/2010/07/state-farm-acting-on-allstate-agent.html <p> <div class="posterous_autopost"> <div class="posterous_bookmarklet_entry"> <blockquote><div style=""> <p> The memo said State Farm is offering agents near Allstate office closings a "50 percent co-op" reimbursement on certain print, radio and billboard ads appealing to prospective customers who like being represented by an agent.</p> <p> So if a State Farm agent located near an affected Allstate agency spends $1,000 in approved advertising, State Farm will reimburse them $500 of the expense.</p> <p> "Who can blame State Farm or any other insurer for taking advantage of Allstate's misstep?" said <b>Jim</b><b> Fish</b>, executive director of the <b>National Association of Professional Allstate Agents</b>.</p> <p> He said State Farm's move is occurring as Allstate seems to be reconsidering its agency cuts.</p> <p> Allstate recently announced plans to seek new agency owners in a number of states, including more than 290 for Oklahoma, Nevada, Texas, Missouri and Colorado.</p> <p> "The problem is that they have alienated the agency force and are frantically trying to stem the bleeding by attempting to hire replacement agents for those who are departing," Fish said.</p> <p> In an e-mailed statement, Allstate said its goal is to increase the number of offices in local communities.</p> <p> "We're doing that, in part, by continuing to actively recruit new agency owners to ensure we maintain a strong local presence and provide our customers the superior service they deserve," the company said.</p> <p> <b>New deals:</b> The pace of deals to buy banks, not just ones that have been seized by the government, will likely pick up in the next 12 to 18 months, according to <b>Keefe Bruyette Woods</b>.</p> <p> The investment bank said market fragmentation — the Chicago area is the most fragmented banking market among the 10 biggest cities — and management age will fuel some deals.</p> <p> Also, the banking industry's recovery is likely to be "slow and arduous," with "higher capital requirements likely to spark conversations by bank managements about whether to maintain independence," the report said.</p> <p> Potential buyers include <b>PNC</b>, <b> FirstMerit</b> and <b>U.S. Bank</b>.</p> <p> "Potential buyers who could become sellers," or banks that will make acquisitions in the short term but eventually could be bought by larger institutions that like their franchise value, include Itasca-based <b>First Midwest</b> and Chicago-based <b> MB Financial</b>, the report said.</p> <p> Contact Becky Yerak at <a href="http://articles.chicagotribune.com/2010-07-07/business/ct-biz-0707-notebookfin-20100707_1_state-farm-professional-allstate-agents-allstate-corp#"></a><a href="http://articles.chicagotribune.com/2010-07-07/business/ct-biz-0707-notebookfin-20100707_1_state-farm-professional-allstate-agents-allstate-corp/mailto:byerak@tribune.com">byerak@tribune.com</a> or 312-222-4283, and follow her at twitter.com/beckyyerak</p> </div></blockquote> <div class="posterous_quote_citation">via <a href="http://articles.chicagotribune.com/2010-07-07/business/ct-biz-0707-notebookfin-20100707_1_state-farm-professional-allstate-agents-allstate-corp">articles.chicagotribune.com</a> </div> <p>When will these strategies start to include locally oriented online advertising options as well? Facebook local ads, Linkedin Local ads, Civic website banner ads, Google AdWords pointed at specific geo-tags? It's odd to me that the "online" marketing economy continues to run separately and not even very much in parallel with traditional media. With tools like "Scanlife" offering device integration for print ads and printed documents and links to websites, landing pages, ads, offers, coupons, Whatever, I just don't see the barrier to integrating the two types of campaigns. My purse is smaller -- it holds my iPhone. If Delta can manage an iPhone boarding pass, surely our enormous insurance companies can start to absorb the fact that news comes in through the mobile screen, so ad strategies should follow them there...Hey, State Farm -- Give me a call: we can chat.</p> </div> <p style="font-size: 10px;"> <a href="http://posterous.com/">Posted via email</a> from <a href="http://knowledgemanagementonline.com/state-farm-acting-on-allstate-agent-angst-chi">Knowledge Management Online</a> </p> </div><div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-8573223183843923071?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2010/07/state-farm-acting-on-allstate-agent.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2010/07/state-farm-acting-on-allstate-agent.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=-ANWUMah23E:ZrqALoklEns:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=-ANWUMah23E:ZrqALoklEns:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=-ANWUMah23E:ZrqALoklEns:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=-ANWUMah23E:ZrqALoklEns:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=-ANWUMah23E:ZrqALoklEns:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=-ANWUMah23E:ZrqALoklEns:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=-ANWUMah23E:ZrqALoklEns:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=-ANWUMah23E:ZrqALoklEns:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/-ANWUMah23E" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2010/07/state-farm-acting-on-allstate-agent.html Tue, 23 Mar 2010 17:56:00 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/2Rc8kbdHWso/your-ticket-to-mobile-shakedown-cruise.html http://knowledgemanagementonline.com/2010/03/your-ticket-to-mobile-shakedown-cruise.html <p> <div class="posterous_autopost"> <p>Stop obsessing about apps, go back to optimizing sites for mobile --  Google message, repeated at DEMO yesterday.  Here's what I say to that -- OKAY, let's do that. It's less expensive, it's inevitable, and it is really no different from packaging the "whateveritis" for delivery as a mobile app -- whoops, we seem to have come full circle.  I think it's all the same thing, when you apply the advice to the actual real world.</p> <p>Looking out at my domain of content and interactions available to handling in either way, every single one that I see would start with the same ten tasks, whether aiming at app or access. Here again is another example of the developers of demos and the visionaries creating philosophical discussions that are not very useful for those of us standing in the trench next to the broken pipe.</p> <p>It's all esoteric development skill sets and it looks like there's a lot of overlap, if you look for it and plan for it. In the real world, I'd rather not choose between them -- I'd rather build the new presentation skin for all this legacy "whateveritis" using the techniques that optimize a platform-straddling stance. I need it available to both as the debate boils on.</p> <p>It's under the skin that the work needs to be done -- a mobile app, a mobile access are all looking for a clarity of UI that I still need to develop. I'd better get us started on that. </p> <p>You guys can keep arguing about apps vs. sites. We have a business to run.</p> <p style="font-size: 10px;"> <a href="http://posterous.com/">Posted via web</a> from <a href="http://knowledgemanagementonline.com/your-ticket-to-the-mobile-shakedown-cruise-si">Knowledge Management Online</a> </p> </div> <div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-6965614295492315183?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2010/03/your-ticket-to-mobile-shakedown-cruise.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2010/03/your-ticket-to-mobile-shakedown-cruise.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=2Rc8kbdHWso:G7OZy31GB4E:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a 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src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/G895cc-kul0" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/how-to-succeed-at-social-media-0 Tue, 23 Mar 2010 10:56:04 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/pCTqFi47OeI/your-ticket-to-the-mobile-shakedown-cruise-si http://knowledgemanagementonline.com/your-ticket-to-the-mobile-shakedown-cruise-si <p> <p>Stop obsessing about apps, go back to optimizing sites for mobile --&nbsp; Google message, repeated at DEMO yesterday.&nbsp; Here's what I say to that -- OKAY, let's do that. It's less expensive, it's inevitable, and it is really no different from packaging the "whateveritis" for delivery as a mobile app -- whoops, we seem to have come full circle.&nbsp; I think it's all the same thing, when you apply the advice to the actual real world.</p> <p>Looking out at my domain of content and interactions available to handling in either way, every single one that I see would start with the same ten tasks, whether aiming at app or access. Here again is another example of the developers of demos and the visionaries creating philosophical discussions that are not very useful for those of us standing in the trench next to the broken pipe.</p> <p>It's all esoteric development skill sets and it looks like there's a lot of overlap, if you look for it and plan for it. In the real world, I'd rather not choose between them -- I'd rather build the new presentation skin for all this legacy "whateveritis" using the techniques that optimize a platform-straddling stance. I need it available to both as the debate boils on.</p> <p>It's under the skin that the work needs to be done -- a mobile app, a mobile access are all looking for a clarity of UI that I still need to develop. I'd better get us started on that.&nbsp;</p> <p>You guys can keep arguing about apps vs. sites. We have a business to run.</p> </p> <p><a href="http://knowledgemanagementonline.com/your-ticket-to-the-mobile-shakedown-cruise-si">Permalink</a> | <a href="http://knowledgemanagementonline.com/your-ticket-to-the-mobile-shakedown-cruise-si#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=pCTqFi47OeI:xI3Ytiw3EzU:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=pCTqFi47OeI:xI3Ytiw3EzU:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=pCTqFi47OeI:xI3Ytiw3EzU:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=pCTqFi47OeI:xI3Ytiw3EzU:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=pCTqFi47OeI:xI3Ytiw3EzU:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=pCTqFi47OeI:xI3Ytiw3EzU:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=pCTqFi47OeI:xI3Ytiw3EzU:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=pCTqFi47OeI:xI3Ytiw3EzU:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/pCTqFi47OeI" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/your-ticket-to-the-mobile-shakedown-cruise-si Mon, 22 Mar 2010 19:15:09 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/2JJZriaERXg/managing-channels-is-sooo-much-easier-than-ma http://knowledgemanagementonline.com/managing-channels-is-sooo-much-easier-than-ma <p> <div>People usually ask for the channel, and hope the strategy comes along with it. &quot;We need a Facebook page,&quot; is a great example -- It&#39;s sincere, but not as descriptive as it may sound. Last time I faced &quot;We need a Facebook page,&quot; it turned out that maybe a mobile app would fill the need instead. </div> <div> </div> <div>The culprit here is our collective feeling that &quot;this stuff&quot; cannot be fully understood, that the ordinary rules of business somehow don&#39;t apply...but that&#39;s nonsense. Of course they apply. It doesn&#39;t matter if you call the online service &quot;spitwad&quot; or &quot;curlylocks&quot; --- it&#39;s all still subject to the same rules of business that all the in-place decision-makers should find familiar.  There&#39;s a customer with money and there&#39;s a company with something to sell. &quot;This stuff&quot; tends to remove the barriers between them, but the basic moves are the same. </div> <div> </div> <div>It&#39;s time to get those iron-jawed executives back to their &quot;show me&quot; position -- or you are going to have a mess on your hands.</div> <div> </div> <div><strong>First basic move:</strong> Unless it moves you towards your objective, don&#39;t waste time on it.  Don&#39;t rush into a channel before connect it up with how it&#39;s going to add value to your business. It doesn&#39;t need to be analyzed to death, but you do need to have a purpose in mind, or else you&#39;ll just flail around. And you might get hurt. No one would mount even a small ad campaign without a creative brief -- follow the same model for social media. </div> <div> </div> <div><strong>Second basic move:</strong> Use your objective to trim down your scope of effort. This is a massive, seductive world: it&#39;s training on the hoof, hot and cold running knowledge management on demand, business associates reaching out to -- well, to sell to you, also. Keep your focus on your purpose as you design your use of these channels. For instance, I increasingly find I don&#39;t need a blog in the mix, when the actual objectives are examined. You might be best served via Twitter by itself (are you fly-fishing for topical interest? Poke a tweet out there every other hour; keep it moving), or a Facebook page by itself (does your content stay still and wait for be found? You might focus your effort on a Facebook page and Adwords) -- Hoard your energy reserves, trim your channel use according to the campaign.</div> <div> </div> <div><strong>Third basic move:</strong> Call it a campaign, and pull all the channels under the campaign. Keep the scope under control, but don&#39;t miss out on the power of using the same effort to feed multiple channels in different ways. Be expansive as you design your campaign, but then be hardnosed in chosing which elements to use.  Put the metrics under the campaign -- measure what will show progress towards the campaign&#39;s objectives, and nothing else. (or keep that distracting stuff for your own late-night examination). </div> <div> </div> <div><strong>Fourth basic move:</strong> Communicate and reinforce your campaign-oriented approach to social media amongst all your stakeholders. Once you&#39;ve got this approach moving along, crush all directionless channel usage -- or slap a &quot;pilot&quot; label on it asap and set an end date by which the business objectives must have been documented. I pine for an R&amp;D area, but the real moves are out in the real world where there are real risks and real costs, so a minimal justification for the company&#39;s use of the channel is not unreasonable.  Use eager employees as trial balloons, but don&#39;t attach your logo to anything that&#39;s not under the banner of a campaign. </div> <div> </div> <div>Maybe crush is too harsh a term. The employees who can help you best with these new channels are those with experience using them. Here&#39;s a caution, however -- personal use of these channels has a different weight of consequence than use by a company, however, and these employees are going to need to retrain their sense of what is &quot;okay&quot; -- until they do, best to make sure what&#39;s done is done for a reason, just to minimize stupid and unnecessary mistakes -- the stuff on the Fail Blog, You Tube, Facebook Page takeovers, Twitter dustups, unexpected impact on bottom line (Yikes!) </div> </p> <p><a href="http://knowledgemanagementonline.com/managing-channels-is-sooo-much-easier-than-ma">Permalink</a> | <a href="http://knowledgemanagementonline.com/managing-channels-is-sooo-much-easier-than-ma#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=2JJZriaERXg:CAz2vgOzuig:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=2JJZriaERXg:CAz2vgOzuig:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=2JJZriaERXg:CAz2vgOzuig:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=2JJZriaERXg:CAz2vgOzuig:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=2JJZriaERXg:CAz2vgOzuig:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=2JJZriaERXg:CAz2vgOzuig:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=2JJZriaERXg:CAz2vgOzuig:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=2JJZriaERXg:CAz2vgOzuig:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/2JJZriaERXg" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/managing-channels-is-sooo-much-easier-than-ma Mon, 22 Mar 2010 13:58:15 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/EKzX_jQUbtU/crowdsourcing-the-reputation-economy http://knowledgemanagementonline.com/crowdsourcing-the-reputation-economy <p> People buy things because other people recommend them. Seems like the DEMO sessions have suddenly noticed Amazon sitting over there looking well fed. Straighten, shorten, and grease the pipeline of opinion connecting up the dollars and the object -- set up a sturdy margin- catcher underneath the pipe (gravity will pull down a percentage if you set it up right) and watch closely for competitors .... Make it easy, fun, and stand back. </p> <p><a href="http://knowledgemanagementonline.com/crowdsourcing-the-reputation-economy">Permalink</a> | <a href="http://knowledgemanagementonline.com/crowdsourcing-the-reputation-economy#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=EKzX_jQUbtU:1SOPOVz1Gaw:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=EKzX_jQUbtU:1SOPOVz1Gaw:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=EKzX_jQUbtU:1SOPOVz1Gaw:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=EKzX_jQUbtU:1SOPOVz1Gaw:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=EKzX_jQUbtU:1SOPOVz1Gaw:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=EKzX_jQUbtU:1SOPOVz1Gaw:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=EKzX_jQUbtU:1SOPOVz1Gaw:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=EKzX_jQUbtU:1SOPOVz1Gaw:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/EKzX_jQUbtU" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/crowdsourcing-the-reputation-economy Mon, 22 Mar 2010 09:39:09 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/1-e9TrGfnGA/okay-theres-a-cabal-of-clear-thinkers http://knowledgemanagementonline.com/okay-theres-a-cabal-of-clear-thinkers <p> I'm trying to convince my content owners that it's really possible to be proud enough about your work and comfortable enough with your human- ness that Social Media's utter transparency need not be terrifying -- nor paralyzing... </p> <p><a href="http://knowledgemanagementonline.com/okay-theres-a-cabal-of-clear-thinkers">Permalink</a> | <a href="http://knowledgemanagementonline.com/okay-theres-a-cabal-of-clear-thinkers#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=1-e9TrGfnGA:r0z_UHhLlSI:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=1-e9TrGfnGA:r0z_UHhLlSI:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=1-e9TrGfnGA:r0z_UHhLlSI:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=1-e9TrGfnGA:r0z_UHhLlSI:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=1-e9TrGfnGA:r0z_UHhLlSI:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=1-e9TrGfnGA:r0z_UHhLlSI:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=1-e9TrGfnGA:r0z_UHhLlSI:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=1-e9TrGfnGA:r0z_UHhLlSI:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/1-e9TrGfnGA" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/okay-theres-a-cabal-of-clear-thinkers Thu, 04 Feb 2010 06:38:00 -0800 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/ZnLeZXZxO40/people-helping-people-with-phone-trees.html http://knowledgemanagementonline.com/2010/02/people-helping-people-with-phone-trees.html <p> <a href="http://www.contacthelp.com/directory/Financial%20Services/Insurance/">Financial Services - Insurance Customer service information, phone numbers and contact details</a><p />Gander the link above -- my jaw dropped as my paradigm shifted. Yes! Customer service contact info belongs to the people, not the actual line owners -- here's the blossoming of the crowd moving through the three stages of Friendship in one fell swoop. <p />Didn't know there were three stages? Aristotle wrote about it pretty clearly in books 8 and 9 and I guess 10 of the Nichomachean Ethics. <p />I am finding that almost everything he wrote about the nature, source, and behavior of friendship beautifully cross-applies to the better class of social media. Now really, put down that "Art of War" and consider these rules laid down by a contemporary of that author --rules not of conflict but of attachment and affinity. How can you argue with such ideas? 1. Goodwill (not friendship, but the start of friendship) 2. Concord (not 100% agreement, but a general alignment of views), and 2. Benificence (You are bettered by the friendship).<p />And here we have a case of a site that races through all three, even when a stranger approaches. First, Goodwill is demonstrated by the fact that the message, the layout, the design, and the visual style of the site are all effective at separating the site from the "corporate" entities that have such support desks -- it's Them, not Us (and the visitor is included in Us).  Second, Concord is achieved by that lightbulb of alignment that snaps on as soon as you realize the purpose of the site -- how to find a person to talk to in a corporate entity for help with the corporate -- thing, product, service, relationship. This point of view -- I need to find a person -- is so universal that I don't think we need go any further to find concordance. Third, my goodness, follow the links -- they actually have the numbers and the advice.  I wonder if this is an iPhone app yet...by god, it will be.  <p />I ran across it while I was working with the marvelous tool Google Squared -- it's a smart mashup tool that takes all the content on the web simmering in its context as its data source.  If you know your stuff, you can steer it gently and it's a powerhouse resource.  But in looking for missing info, I ran across this lovely little illustration of ancient Greek philosophy.<div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-3159613816349254535?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2010/02/people-helping-people-with-phone-trees.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2010/02/people-helping-people-with-phone-trees.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=ZnLeZXZxO40:bYFFxhcjix8:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=ZnLeZXZxO40:bYFFxhcjix8:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=ZnLeZXZxO40:bYFFxhcjix8:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=ZnLeZXZxO40:bYFFxhcjix8:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=ZnLeZXZxO40:bYFFxhcjix8:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=ZnLeZXZxO40:bYFFxhcjix8:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=ZnLeZXZxO40:bYFFxhcjix8:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=ZnLeZXZxO40:bYFFxhcjix8:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/ZnLeZXZxO40" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2010/02/people-helping-people-with-phone-trees.html Sun, 17 Jan 2010 18:15:00 -0800 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/xcFPUbK1oWY/social-media-and-microblogging-for.html http://knowledgemanagementonline.com/2010/01/social-media-and-microblogging-for.html <p> Just an alert that I'm immersed in the options relating to this topic --mostly popping up in my Twitter feed, which must be a giant yawn for people reading my tweets for coffeeshop and family news. Sorry, guys -- it's my handy dandy notetaker. Speaking of which, I'm needing to refresher ma (mon? I HATE the gendrifrication of helpless nouns...) francais to comprenner les posts du Yoolink. Argh. Clearly, les cool jaunes de Paris ne encounter jamais YooHoo, the chocolately beverage that sickens as it sweetens. or maybe it's a press plea: You'll Ink, dammit...enough of that...Quando te habra dolido accustombrarte a mi (as they say in the labs of YooHoo.) Basta!<p />But here's the real-eo deal-eo. What's really being asked for here is a secure WAVE. It's a convergence of business case: we have the leaders laudably wishing to share their leadership thoughts on an ongoing and ongoing and interesting basis. Leadership by electronically wandering around. (Like the poor, the one-minute manager will always be with us, no?) We have a "communications culture" business objective looming intagibly above -- these two together create a call-and-respond model for the executive microblog. Like 80% more call than respond, but still...man up, you guys -- respond! or not: it's an **ahem** job market.<p />But how can the leaders talk openly via the cloud? How can their followers justify time away from the smoking griddle of revenue of email inbox? Well, these are the underlying requirements. How do we collect all the yammer yammer with the dollar signs of communication channels that actually support revenue generation? It's an integration issue because we actually only have limited attention and our networks have even more limited bandwidth. So the message options need to be integrated within the desktop. Also, we have limited resources on the valuable content creation front -- so it would be best all around if we could have message options integrated with respect to role-oriented online platforms...tricky, but best.<p />So...Here's where the lovely ESME comes in. I see that Google Wavers have integrated ESME -- though it looks recent -- seems like maybe someone said, "Wait, there's an open source messaging standard that supports Twitter and Wave isn't set up to make use of that?" Then someone else says, "H'm, that MAY be evil, I dunno."  So there it went.  I'm asking Microsoft about their ESME intentions...but know nothing yet except that it's DISCUSSED all over the place, but more as if Sharepoint is able to submit to the integration than than Sharepoint is participating in it...closing her eyes and thinking of England, so to speak.<p />If Corporate Amerika weren't allergic to free stuff, I see I can use Drupal and/or Joomla to build a tidy little microblog module that we could house internally.  Why is life so complicated?<p />The concept is released to the users, however, so it's a matter of steering the sled at this point.  If you can help me with any of this, I am all ears (interesting picture of star-ward facing array of dish receivers...)-- no, still mostly mouth, but some ear activity is promised on this topic....<p />Love,<br />Abby<div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-8640897889862603952?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2010/01/social-media-and-microblogging-for.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2010/01/social-media-and-microblogging-for.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=xcFPUbK1oWY:4nPLWDjIHwk:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=xcFPUbK1oWY:4nPLWDjIHwk:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=xcFPUbK1oWY:4nPLWDjIHwk:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=xcFPUbK1oWY:4nPLWDjIHwk:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=xcFPUbK1oWY:4nPLWDjIHwk:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=xcFPUbK1oWY:4nPLWDjIHwk:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=xcFPUbK1oWY:4nPLWDjIHwk:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=xcFPUbK1oWY:4nPLWDjIHwk:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/xcFPUbK1oWY" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2010/01/social-media-and-microblogging-for.html Sun, 29 Nov 2009 08:15:00 -0800 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/LVHTFR8eV24/slacker-mom.html http://knowledgemanagementonline.com/2009/11/slacker-mom.html <p> OOOkay. I TRY to be a good IT department to my children. It's like finding worms for Robins or something. But OKAY I failed with daughter one, Alison. Her Dell Latitude (gift from Dad's business) faltered and fell today. I could not catch up on the un-caught virus definitions. and the Microsoft updates. I took hold of her computer and learned of -- 8 months of unupdated virus definitions -- and six months of unupdated windows security system updates. The two convocated and crashed the system, robust enough for business six mos ago, but now, just meat for careless frosh riots. She must learn to accept and allow for updates. Strangers poking changes into her agenda. Enable updates, oh, my love. I cannot help you through the chaos of life.<img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-4501988770697904965?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /> </p> <p><a href="http://knowledgemanagementonline.com/2009/11/slacker-mom.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2009/11/slacker-mom.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=LVHTFR8eV24:kInJEZ0-8V0:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=LVHTFR8eV24:kInJEZ0-8V0:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=LVHTFR8eV24:kInJEZ0-8V0:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=LVHTFR8eV24:kInJEZ0-8V0:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=LVHTFR8eV24:kInJEZ0-8V0:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=LVHTFR8eV24:kInJEZ0-8V0:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=LVHTFR8eV24:kInJEZ0-8V0:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=LVHTFR8eV24:kInJEZ0-8V0:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/LVHTFR8eV24" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2009/11/slacker-mom.html Mon, 19 Oct 2009 12:38:00 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/EAH1fckgxPU/women-corporate-hierarchy-authority-and.html http://knowledgemanagementonline.com/2009/10/women-corporate-hierarchy-authority-and.html <p> It's been an interesting fortnight for me re: job-related insights. I'm writing today about a flash of interconnectedness that I experienced while reading this excellent article: <a href="http://www.talentmgt.com/performance_management/2009/October/1086/index.php">Talent Management - It's a Man's World</a>. Read it all. I don't know if this mag is on your Google Reader, but I recommend it for unvarnished insights into, well, Talent Management. <p /><div>Last week, my boss insisted that our whole group read an HBR paper on Self-Directed Teams, specifically focused on Gore-Tex. I read the paper with attention and wrote him a note that pointed out that what might seem radical in the context of an insurance company is not uncommon in a partnership or a playground. Or a woman-owned business (Though I confess I did not say that last one.)</div><p /><div>I used to be in charge of a company, so I have a lot of confidence about my business methods, work processes. I know I get things done. I've hired and partnered with people, men, who have very different work methods, and I respect those methods as they respected mine. But they're not the same. And our company was stronger because it included both styles. </div><p /><div>"How are you at influence management?" was the first question in my first interview here ten years ago, and I went home and told my husband that it looked like I'd be having responsibility without authority.</div><p /><div>I accomplish a great deal, even here. And I do it through an informal network of people (now that I think about it, mostly women and broad-minded men). who get things done. Frenemies. Associates. Emotional bank account customers. We bitch about the injustice of it all, the cage of hierarchy, but we can leverage it because the people who don't participate in this type of working method have no idea what's going on with it. They can't see what you're doing. I'm often told I need to communicate about what I'm going more, yet it does seem like everyone already knows what I'm doing. So what is meant here? Create more powerpoints?</div><p /><div>No, I don't want to communicate more into channels that will shut me down. I need to choose who knows what I'm doing. I steal labor to get things done -- maybe I should be stopped. </div><p /><div>I used to consult for these companies -- I always wondered why they suffered such "just do it" blockages. Now I understand it all so much better. </div><p /><div>When I came to my first year-end, I was told to write up my performance against my goals. I said, "What goals?" and my colleague looked aghast -- "shame on you for not having goals!" he said (He actually said that. I'm very fond of him, even now). I know he knew about my accomplishments over that year, but apparently, those didn't matter as much as the matching of them with the previously approved goals. Of course, that makes a lot of sense -- but it doesn't diminish the accomplishments. Well, apparently it does. What did they think I did? Tripped over my successes? Found them in the woods? </div><p /><div>Women who do get stripes, well, that's a whole other interesting story. When I was in communications, I was several times sent to newly promoted female vice presidents (well, twice, but that's a big percentage of the times it happened, like 100%) to provide executive coaching in communications. With both, I said, "I don't know how you did it, but my communications advice is this -- keep it up." In both cases, I was given private instructions by HR to help them "soften their edge," or some such odd instruction that looked like, "Tell them not to be so bitchy." I told them that I had been asked to pass the message along and then we would spend the next hour talking about communications situations and laughing. It's a whole other world, guys.</div><p /><div>When readership of our Company Newsletter fell off, the editor asked me to write a sassy anonymous column to attract readers. I wrote about the things we're not supposed to talk about, like how limiting it is to have to work with nice but ineffective people, providing advice as to how to do it without damaging your deliverables. How to sidestep time-wasting meetings, etc. etc. There was always a lot to write about (see the tag "Raven Maven" for some samples). Here's the thing -- I was writing about the other work universe, the influence side -- saying what anyone who accomplishes things without stripes already knows. Oh, and it infuriated some top executives -- they would call the VP of the organization that published the newsletter -- at his home, late at night, after reading the latest column and insist that all copies of the newsletters be rounded up and destroyed. Huge passion. There were three guys in particular who bullied him to cut it out. However, the column succeeded at its objectives and he got more credit for that than the late-night apoplexy cases could cause him damage. Mostly because they couldn't quite explain what was wrong with the point of view of the column. It just made them mad.</div><p /><div>"Need to know" orientated people really freak out when you toss around "maybe's" -- I've learned to see the signs in a meeting and to stop as soon as I see it. These people get so uncomfortable -- they see the hideous risks, they are sure that you intend to start in on this big scary idea right away, they start scrambling to create distance, seeing a disaster looming. I get labeled as someone who creates unnecessary complexity, and I think it's mostly because I like to talk through a lot of possibilities before we make a final decision and get started. A lot of people like this approach, but others, not so much. And since the environment supports their point of view and not mine, it's really unlikely that they'll ever see the value of the discussion. So okay. I keep my mouth shut around them. </div><p /><div>My husband hates it when we run into colleagues because they always seem to say something like, "I really like working with Abby -- she's always so honest, she always says what she's thinking, she doesn't hesitate to do what she knows is right." and he's terrified. I sound like an idiot savant, a holy fool. And I have to spend the rest of the weekend assuring him that I'm not actively trying to get fired.</div><p /><div>Oh, and I love the stuff that says that women don't get raises and promotions because they don't ask for them. I ask you. A womanly orientation to work would find out what the answer was going to be before spending the emotional capital in asking. So maybe they don't ask because they know the answer will be "No" rather than the other way around. I certainly ask a lot and I've never heard anything but "No." But I do it to tease, I'm afraid. I've made my peace with it. I tell my boss that the situation offers great scope for spiritual growth. But really, women doesn't get promoted as much because they'll still get the work done without the authority -- and everyone knows this, even if it's not conscious knowledge. The company would be fiscally irresponsible to pay more money for labor when it didn't have to. But really, it isn't fair. And I do think and know that women leave the workforce or suffer anguish or anger because of it. It costs. It just doesn't cost the company.</div><p /><div>I encourage all high-performing women to look into Buddhism. It really helps ease the sting. </div><p /><div>Shared via <a href="http://addthis.com/">AddThis</a> </div><div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-7706591677515105653?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2009/10/women-corporate-hierarchy-authority-and.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2009/10/women-corporate-hierarchy-authority-and.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=EAH1fckgxPU:ATceinOrqEA:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=EAH1fckgxPU:ATceinOrqEA:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=EAH1fckgxPU:ATceinOrqEA:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=EAH1fckgxPU:ATceinOrqEA:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=EAH1fckgxPU:ATceinOrqEA:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=EAH1fckgxPU:ATceinOrqEA:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=EAH1fckgxPU:ATceinOrqEA:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=EAH1fckgxPU:ATceinOrqEA:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/EAH1fckgxPU" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2009/10/women-corporate-hierarchy-authority-and.html Mon, 12 Oct 2009 15:46:00 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/xIHA-fSb3ls/logocloud-polle-de-maagt.html http://knowledgemanagementonline.com/2009/10/logocloud-polle-de-maagt.html <p> &lt;style type="text/css"&gt;.flickr-photo { }.flickr-frame { float: left; text-align: center; margin-right: 15px; margin-bottom: 15px; }.flickr-caption { font-size: 0.8em; margin-top: 0px; }&lt;/style&gt;<div class="flickr-frame"> <div class='p_embed p_image_embed'> <img alt="Media_httpfarm2static_cayhl" height="75" src="http://posterous.com/getfile/files.posterous.com/import-cxxd/rqJtAxywzcozhGFukciBpbJDcEIxxurhdoyAtidBzAooGptgpwAbkFgormcd/media_httpfarm2static_Cayhl.jpg.scaled500.jpg" width="100" /> </div> <br /> <span class="flickr-caption"> <a href="http://www.flickr.com/photos/cafedelmarketing/1169522415/">Logocloud Polle de Maagt</a>,<br /> originally uploaded by <a href="http://www.flickr.com/people/cafedelmarketing/">Café del Marketing</a>. </span> </div>A great Commons image resource when you're explaining the absolute necessity of developing an integrated strategy for social media commercial use...<br /><div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-5441223892247888752?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2009/10/logocloud-polle-de-maagt.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2009/10/logocloud-polle-de-maagt.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=xIHA-fSb3ls:3EthCMAfG5E:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=xIHA-fSb3ls:3EthCMAfG5E:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=xIHA-fSb3ls:3EthCMAfG5E:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=xIHA-fSb3ls:3EthCMAfG5E:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=xIHA-fSb3ls:3EthCMAfG5E:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=xIHA-fSb3ls:3EthCMAfG5E:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=xIHA-fSb3ls:3EthCMAfG5E:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=xIHA-fSb3ls:3EthCMAfG5E:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/xIHA-fSb3ls" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2009/10/logocloud-polle-de-maagt.html Wed, 10 Jun 2009 15:24:00 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/ksxkuzw954I/social-media-for-enterprise.html http://knowledgemanagementonline.com/2009/06/social-media-for-enterprise.html <p> Well, it's been a lot of fun poking around and gathering info and thinking my thoughts, but now it's time to deliver. Below I draft a white paper on the implications of Social Media for the Enterprise. You won't get to see the final version here.<p />Social Media has changed the nature of the conversation a company has with its constituents. All of them. Even people who do not, will never use a social media tool or site have new and different expectations of their interactions with any commercial enterprise. People expect to be listened to, treated with respect as individuals, and they have a positive expectation that the commercial interaction will be easy for them -- both easy to do and easy to understand, and also, easy to ask for help when the expectation of ease of use is not met.<p />As a B to B enterprise, we have delegated sales conversations to our distribution partners, so the sales face of Social Media is not our concern (though we'd miss an opportunity if we did not help our distribution channel understand the power of promotion through Social Media.) This discussion concerns itself with the impact of Social Media on:<br /><ul> <li>Communication and messaging</li> <li>Brand value, risks and rewards</li> <li>Reputation risk and the power of recommendations</li> </ul>First, some definitions. Social Media is the collection of tools and sites and resources that enable online conversations, and increasingly support the intertwining of these conversations across different platforms. Social media may be open to the world, restricted by password, limited to those admitted, limited within a company's intranet, or limited to those the author chooses to address.<p />It is a mistake to assume that Social Media is necessarily public. There is great power in a limited, selective community, and the impact of conversations within such a group is intensified. A company's intranet news site is social media of a sort, and if it supports reader comments and responses, it is a true social site.<p />For Social Media, the key attribute that must be present is that the message communicated offers a way for the reader or listener to respond. If the possibility of conversation is not offered, the medium is publishing, not social. In the past few years, many new ways to publish messages widely are available to individuals and companies, and in the midst of message overload, it's the messages that allow a response that turn out to be the most engaging. The same message is measurably more interesting if it comes along with published comments and responses. The value of comment is widely recognized: news sites offer news articles ranked by number of comments, for instance.<p />It would be an empty exercise to try to catalogue all Social Media sites -- new tools and sites are introduced daily. What is useful, however, is to identify the categories of social media options. These different categories are useful to companies in different ways. As you review these categories, keep in mind that the messaging ecology that we live and work in has already been irrevocably changed by Social Media concepts. Our company messages live in the Social Media world -- we can ignore the impact of widely published comments, but we can't prevent it. We must incorporate the intellegent use of these resources into our planning whether we want to or not.<p /><strong>Categories of Social Media</strong><p />This is June of 2009 and at any time a new category will emerge and catch on fire, first because of novelty and it may hang on beyond novelty because it is a great extention of the concept of Social Media. Google's concept introduction of Wave this month underscores the current big movement, which is the consolidation, merger, and general entangling of one category with another. We are moving towards a generally integrated suite of Social Media options. Now, however, these categories can be handled separately.<br /><p><strong>Blogs</strong></p><p>This category is one of the earliest types of social media (we're passing quickly by the prehistory of news groups, bulletin boards, and email). </p><p>The word blog is a concatenation of "web log." The format of a blog is always serial posting, with the most recent shown first. All postings ever made in a blog are generally maintained for review in an annual archive. It is useful to think of a blog as a long, long scroll.</p><p>Blogs enable reader comments and blogger's responses to comments. This feature can be turned off, but doing so is contrary to the reader's expectations.</p><p>Entries are "tagged" with keywords so that related topics can be assembled together easily. </p><p>The blog is based on a person's voice and usually a person's profile. The messages published are personal opinions or expressions of personal expertise. "Company blogs" will be regarded as just another format of company web page unless the messages are coming from an individual (photo preferred) with a conversational tone. It goes without saying that the caution called for in the spokesperson role pulls against and undermines the interesting aspects of a blog. While company executives and company experts can publish successful blogs, the company's media group will need to remain always alert to the potential exposures and backlash of this personal style in a commercial world. </p><p>The quality of a blog (not the content, but the blog as communication channel) is measured by the number of followers (those who subscribe to new posts), the traffic to the blog, the duration of the blog, and the reliability of the cycle of new posts. High traffic blogs are celebrated by blog aggregator sites and search engines. Blogs may or may not be interesting because of the community of commenters -- some are, some aren't.</p><p>Blog software is free. Anyone can blog. Blogs can be secured to a limited group or they can be public. Middle school students are now submitting their homework to their teachers on their school-sponsored blogs. The number of blogs active at any given time is astounding. </p><p>Comments on sites where articles are published are also very popular. Several industry studies have concluded that of a total audience for most sites that offer commenting, about 20% will comment, while about 80% will read at least some of the comments. Interestingly, older people are more likely to comment. These findings were reported in 2007 and 2008, so they may be obsolete, but it is important to remember that there are readers and there are participants and they are not the same group of visitors.</p><p><strong>My Page-centric Sites</strong></p><p>MySpace, Facebook, LinkedIn are the early trinity of these types of sites. These resources offer a way to present yourself to the world (or the world you've identified as "your friends"). These sites flourish on new features. How many new things can you add to a page? Facebook applications are numberless and always increasing. And they don't always work very well. This community is very accepting of bad code -- it's free, after all. The world is anti-polish in all ways. Postings use poor grammar, photos are blurry, value is found in volume and activity, not in the worth of the content. </p><p>It's established that a person gets a jolt of Seritonin when they see a reply to their message -- a letter in the mailbox, a comment on their blog. These sites are Seratonin pumping machines. The typical user motivation is exactly the same seen in early IM users who would have tens of IM sessions running at once. People of all ages spend hours on these sites, enjoying themselves greatly. Traffic watchers note that working hours are secondary peak hours for these sites. (This is an important trend to understand for employee communications.)</p><p>The flexibility of these free channels has attracted other uses as well, however. "The Facebook Era" by Clara Shin, who brings a sales conversation perspective to the use of Facebook resources, is an excellent summary of these commercial uses.</p><p>Linked In is a little different from Facebook and MySpace, which are primarily frothy social sites where one communicates with friends (though as noted above, Facebook is increasingly used for commercial conversations.) Linked In serves as a sort of online rolodex and white page directory for individuals in business. It's an incredibly convenient resource to consult or publish on in order to aquaint yourself with a new colleague without having to interact with him or her. Linked In has also been developing features that enable communities to share questions and answers and to vote on the quality of answers from an individual.</p><p>LinkedIn participation depends on the trading of "recommendations" among members. This is specifically prohibited by our current company policy.</p><p>There are many other sites like these, with a user profile or page at the center of a conversation. Friendster was an early success and is still with us. For youngsters, Club Penguin is popular -- where you need not even use words to communicate: for those too young to write, the interface offers a slate of emoticons for your avatar penguin to share [(:o) ]. (See also Avatars and Virtual Worlds) There are at least 100 different sites that offer this type of interaction.</p><p><strong>Communities and Groups</strong></p><p>Similar to these sites, online communities differ by focusing attention on the discussion or the content, rather than the profile or page of the user. The primary interface is a screenful of give and take. Weight Watchers offers online members access to a robust community -- or, as is the way with these resources, a series of communities, all focused on a very specific topic. The most useful interactions are specific and the tone of these discussions reflects that drive to specifics. </p><p>One key value of Communities is the fact that the members will refine and evolve the structure of the site, and it's extremely important for the administrator to allow this to happen. Beyond not getting in the way of new sections, the administrator needs to actively participate in calving off discussion threads that have wandered into a new, specific topic, and setting it up as a new section of the community -- otherwise people looking for the topic won't find it.</p><p>The consequence of this evolution is that communities and groups always look messy and under-maintained. Some groups are waxing and others are waning. Groups should be left up for a while before they're shut down as "unused". The welcome screens are full of messages about what has been moved where. If presentation polish is needed, the standard issue community is not a good solution. </p><p>The positive side of this ferment is that the users of an active community will generate the "right" topics and labels for the topics -- and they will be far more useful than the most brilliant marketer could have dreamed up on their own. For instance, in the Weight Watchers community, the most successful division of postings turns out to be not who lives in your area (which Weight Watchers had assumed), but how much weight do you need to lose: 10 lbs, 20, over 100? These labels had the most value for the community users.</p><p>Most successful communities are for limited audiences -- limits can be established by password security or membership (sometimes paid) or simply by affinity and level of interest. You're not likely to visit a scrapbooking community unless you own a pair of pinking shears (BTW[by the way] Scrapbooking products and services represented a $2 billion industry in 2006, and scrapbookers are served by a multitude of online communities).</p><p>Our target customers are members of online communities. We need to find them so we can help our distribution partners speak to them -- either through ads or through content.</p><p><strong>Microblogs (Twitter)</strong></p><p>Twitter and Yammer are microblogs. Twitter is an incredibly valuable and successful communication and publishing channel. By opening a free account, you can share comments limited to 140 characters (aka Tweets). There are millions of Twitterers now and although we are probably in the middle of a plain, old-fashioned media-fueled bump of popularity, Twitter's commercial value is secure. Many professionals are using Twitter communications for an astonishing array of specific professional purposes. It seems that 140 characters is all that's needed or wanted. Note that you can also include a url to a much longer message or resource in your small tweet. You can also tweet pictures, audio files, video files, and GPS coordinates. </p><p>TweetBeep is a service that searches the Twittersphere for keywords, and it is a must-have for any media group concerned about a company's reputation. At a minimum, Twitter comments that will affect reputation should be responded to.</p><p>In addition, unbeknownst to HR, a company's employees may be twittering away and releasing proprietary or regulated information that could harm the company, or damage its reputation. Our Supply Management group, for instance, TweetBeeps any vendor under consideration to get a feeling for the way their employees and customers discuss their performance.</p><p>The foundation of Twitter is the concept of following -- one decides to follow interesting twitterers so you can read their ongoingly interesting tweets. You need to find people to follow them, which is one reason for the proliferations of twitter addresses on presentation title slides (looks like this: "@abbyshaw") -- by providing your twitter address, you invite people to follow you. Once you have their address, you can find their Twitter account either by searching or by entering "www.twitter.com/abbyshaw"which allows you to view the tweetstream without requiring that you register for a Twitter account.</p><p>Twitter is a universe of opportunity and risk all by itself.</p><p><strong>Bookmarking Services</strong></p><p>Some smart person was looking at their browser bookmarks one day and said to themself one of these two things. Either "Gee, I wish I could see all my bookmarks from any of my computers" or "Gee, what great bookmarks these are, I wish I could share them all with my friends. I wonder what their bookmarks are..." Services like Delicious (with periods scattered through the name) are free bookmarketing services that offer both of these wishes. There are at least 20 others -- you can find many of them by checking out the links offered when you see the option "Share" on an online article. You can publish, tag, annotate your bookmarks as you wander around the web and you can share them with the public or with people you choose. </p><p>IBM created a version of this tool for internal company audiences, originally engagingly called "Dog-ear." It was IBM's first wildly successful internal social media service. Everyone wanted to know what everyone else was bookmarking.</p><p>Bookmarking has not yet reached its full potential. If you combine the power of shared bookmarks with the the finding power of tags, you have a very inexpensive, lightweight, flexible solution to many of our hardest knowledge management puzzles. (Much of Twitter's success is due to its usefulness in sharing links to interesting things, for instance.)</p><p>The value of an expert's accumulation of useful bookmarks is easy to see. One service that offers a different value is "StumbleUpon" which presents interesting things more randomly. On the input side, StumbleUpon is much like other bookmarking services: you link an interesting site to your StumbleUpon button, you offer a description of the site and some tags. You can see later a linear list of all your marked sites. The other side of StumbleUpon is as a browsing user. You can choose to push the Stumble button at any time, and the service presents you with one of the sites marked by others. You can create settings that narrow your Stumbles to specific topics, or you can just leave it wide open to any random thing that someone else has admired. It is a wonderful way to shake off a mindset -- you're presented with sites you would never have found on your own. You can give the site a thumbs up or a thumbs down, and StumbleUpon does learn what types of sites you prefer and starts to lean its selections towards your preferences.</p><p>The same concept around online music can be seen in LastFM, where whatever you've played on your computer can be subscribed to by another user as "Abbyshaw's Station." It's a wonderful way to develop your musical education in the hands of another person's sensibilities. </p><p>As with all of these Social Media services, the buyer must beware -- you really don't know if the person you think you're dealing with is in fact that person. Unknown to me, a work colleague of mine was following my station on LastFM, but what <em>they</em> didn't know is that my teenaged daughter (who is very fond of cutting edge music) shared my computer when she did her homework. He had the entirely incorrect impression that I was deeply knowledgeable about the club scene. It took a few "huh's?" over a few months before we figured out what had happened. So beware.</p><p><strong>Wikis</strong></p><p>Wikipedia is the grand-daddy of all public wikis, though they're proliferating in specific subject matter areas as well. A wiki is an excellent tool for the proper purpose.</p><p>The name wiki comes from the polynesian word for "quick," and it's named for the speed with which the tool allows a group to collectively review, edit, and publish content. A wiki includes user accounts and contribution/editing permissions granted by the wiki's administrator(s). Once authorized, any number of contributors can add or modify content on the multi-page wiki. A wiki tracks the trail of content revisions for later review. And enables the easy rollback of unapproved additions or edits. </p><p>Wiki's are also characterized by an organizing taxonomy -- in order for multiple contributors to contribute to the same site, the structure of the site must be carefully managed -- where an item ought to go should be as clear as possible to everyone contributing to the site. You'll see many outline-like attributes to a wiki's presentation.</p><p>Our Domino Content Management System (DCMS) tool enabled us to create a large scale wiki seven years ago: Our intranet and our distributed publishing model are examples of a wiki. It's useful to note that the issue most often raised around our intranet is the need for a firmer enforcement of structure (and taxonomy). </p><p>Another name for the wiki publishing process is "collaboration" and that's the space where companies should look at wiki's for internal use. A wiki is also an excellent way to share expertise in an open way -- more sharing and inclusive than simple publishing, for instance. Errors can be spotted and marked right away with a wiki model.</p><p>Wikis create value through publishing, not through commenting. If commentary is a large part of the value of a idea, a wiki is not the right platform.</p><p><strong>Shared media</strong></p>YouTube, Flickr, PhotoBucket, Shutterfly, and so on all provide free services that allow people and companies to store and share their media assets. And, of course, comment on others' pictures and videos. These sites offer public accounts, closed accounts, community accounts (also called "groups"). You can share some images with some people and others with others. Many sites offer users the option of embedding media streams (or "channels") into other social media, such as one's blog or one's Facebook page. Shared media sites offer many ways of embedding the media somewhere else. These sites are evolving into repositories for other types of social media, rather than standalone sites (though there are always exceptions).<p />Internet television (such as Joost or CurrentTV) also offers accounts and comment/recommendation capabilities. It is likely (if it hasn't already happened) that an internet TV channel will offer to host a personal and private channel for videos as well, merging the two platforms.<p /><strong>Avatars and virtual worlds</strong><p />An avatar is a representation that you interact through. In Club Penguin (a social networking site for small children, which charges parents' credit cards $5 per month), the avatars are identical looking penguins who differ only by the name hanging over their heads or by the garments and accessories the players earn. Other avatars, such as those in Second Life, can be constructed of offered body parts or completely created from scratch, if you have the skill. Second Life is worth visiting just to see these custom avatars and the objects created by these skillful players.<p />Avatars are finding their place in the commercial world, but adoption has been slow, probably because the concept feels too play-like to be taken seriously by non-participants.<p />Beyond games, the uses of an avatar to channel user contributions is best understood in specific examples.<p />Lands End offers its online customers an avatar of the old-fashioned fitting dummy: you enter around 10 measurements (with an animated image showing you exactly where on your body to measure), and the software creates a "virtual you." You can email your virtual you to yourself or your friends (it's modestly dressed in lots of underwear). The real utility of this neat-o concept is only seen when the shopper starts browsing through clothes in the catalog. Most offer to show you the garmet on your avatar. If you select the option, your fitting avatar shows up in the clothing you're looking at, but as you would look in it -- and it tells you which size you should order. And this is where the magic becomes a business case: if an online customer orders an item that either doesn't fit or doesn't look as anticipated, Lands End is going to suffer a cost -- either in processing returned items or in absorbing the sales cost and reputational risk of a disappointed customer. Lands End has enabled the avatar view on almost all of its online offerings, so chances are good that the business case for the cost of doing so is positive.<p />Second Life is the iconic virtual world, where users (I can't help but thing of them as players, as the interactions are fun) travel around an invented world in the form of avatars, encountering other people's avatars and communicating with them, or not.<p />Second Life is full of commercial use poster children, such as IBM's many pavilions displaying products on huge, imaginary screens. Many large technology companies use Second Life as an appealing and cost effective recruiting zone for Gen Y prospective employees. For a cost, a company can sell insurance to Second Lifers using Linden Dollars for currency, but how this type of storefront translates to actual U.S. dollars is hard to assess. The cost of a Second Life presence varies greatly, but we've been told to think of $100,000 as a starting point, and that's an expensive play in a world where most tactics are free.<p />The concept of enabling a user to present a customized face to an interaction (whether it's a hat or a waist size) makes a lot of sense for some types of interactions. Many smart people believed that Second Life would overtake first life in popularity right away, but they were wrong -- probably because it's too hard to learn to make your avatar walk around. And by example, we can see that Second Life's disadvantage is that it's too general, striving to offer a virtual world experience to anyone for any purpose. The best uses of virtual worlds are extremely specific, such as using a similuation to show how to turn off the gas in the event of an earthquake. In addition, the placement of the avatar is important to its value to a commercial interaction -- Lands End needs to put the avatar link right in the clothing catalog, or it would not be used. Who would travel to Second Life to try on hiking shorts? That's too complicated.<p />It's valuable to separate the uses of avatars from their insulated virtual worlds for commercial purposes.<p />On the other hand, there seems little doubt that both avatars and virtual worlds are here to stay, if only because they are so much fun for games. The ultimate commercial value of these still up in the air, though many companies have invested in a presence in these worlds and some are seeing benefits.<p />For us, a person's house might be represented as a virtual world with an avatar of a risk management consulting touring the visitor around, identifying risks and pointing out ways to qualify for premium discounts. For our distribution strategy, it would make sense if the tour guide was "from" the policyholder's agency, rather than us.<div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-7766978552790128445?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2009/06/social-media-for-enterprise.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2009/06/social-media-for-enterprise.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=ksxkuzw954I:2x6qa_hzXUc:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=ksxkuzw954I:2x6qa_hzXUc:gIN9vFwOqvQ"><img 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http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2009/06/social-media-for-enterprise.html Tue, 31 Mar 2009 21:46:00 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/Lv6rij0JcnI/social-mapping-and-pointed-content.html http://knowledgemanagementonline.com/2009/03/social-mapping-and-pointed-content.html <p> In the RealBranding session, social network brand management is driven by a detailed view of the audience overlaid with the social media channels they engage in (and in what way) -- then populated with the content that you have available that is also trustworthy and likely to be shared.<img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-5189017653479813478?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /> </p> <p><a href="http://knowledgemanagementonline.com/2009/03/social-mapping-and-pointed-content.html">Permalink</a> | <a 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src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=Lv6rij0JcnI:ciylG7RytyU:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=Lv6rij0JcnI:ciylG7RytyU:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=Lv6rij0JcnI:ciylG7RytyU:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/Lv6rij0JcnI" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2009/03/social-mapping-and-pointed-content.html Tue, 31 Mar 2009 17:33:00 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/_vLHm9fJbhw/programmable-web-open-supply-chain.html http://knowledgemanagementonline.com/2009/03/programmable-web-open-supply-chain.html <p> Open APIs drive traffic to y0u -- Ebay, Twitter, Amazon, Facebook's bump--go to your customers with your APIs<br /><ul> <li>Leverage existing investments == reduce rework in design and architecture</li> <li>Protect intellectual property around propriatary capabilities</li> <li>Choose API models that work</li> </ul>viz YouTube's design decision to include the "embed code" changed their distribution model and invoked Jacob''s Law. Accounts for abt 1/3 of daily web traffic. New distribution strategies are available if you know h0w the web works.<div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-8316696766657314250?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2009/03/programmable-web-open-supply-chain.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2009/03/programmable-web-open-supply-chain.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=_vLHm9fJbhw:2oTDCLClqmM:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=_vLHm9fJbhw:2oTDCLClqmM:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=_vLHm9fJbhw:2oTDCLClqmM:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=_vLHm9fJbhw:2oTDCLClqmM:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=_vLHm9fJbhw:2oTDCLClqmM:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=_vLHm9fJbhw:2oTDCLClqmM:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=_vLHm9fJbhw:2oTDCLClqmM:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=_vLHm9fJbhw:2oTDCLClqmM:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/_vLHm9fJbhw" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2009/03/programmable-web-open-supply-chain.html Tue, 31 Mar 2009 17:13:00 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/F9XEE9vqtFI/workshop-on-enterprise-20-as-cost.html http://knowledgemanagementonline.com/2009/03/workshop-on-enterprise-20-as-cost.html <p> Great data on adoption rates and ROIs seen in large company use of e 2.0. Not a site, but an eco-system. Some unexpected things seen -- rapid adoption, for one, and of the problems anticipated, not so many. People behaved themselves, were community-literate, and adopted the knowledge-sharing model. What a surprise. <a href="http://www.web2expo.com/webexsf2009/public/schedule/detail/7467">Dion Hinchcliffe</a> puts on a great show. Well worth a review of the slides. Enterprise 2.0 is not the same as Web 2.0 -- requires infrastructure changes to even seem to work the same way. Also, one change the new tools make possible process automation deeper in the workflow. Customer Service? Check out "get satisfaction" for an example. Handling the detection and creation of cataloged product knowledge -- needs the SLATES tools. See slides f0r details<div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-5326663827259662404?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2009/03/workshop-on-enterprise-20-as-cost.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2009/03/workshop-on-enterprise-20-as-cost.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=F9XEE9vqtFI:0IzKHWkuDmQ:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=F9XEE9vqtFI:0IzKHWkuDmQ:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=F9XEE9vqtFI:0IzKHWkuDmQ:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=F9XEE9vqtFI:0IzKHWkuDmQ:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=F9XEE9vqtFI:0IzKHWkuDmQ:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=F9XEE9vqtFI:0IzKHWkuDmQ:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=F9XEE9vqtFI:0IzKHWkuDmQ:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=F9XEE9vqtFI:0IzKHWkuDmQ:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/F9XEE9vqtFI" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2009/03/workshop-on-enterprise-20-as-cost.html Mon, 30 Mar 2009 14:08:00 -0700 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/GcGNjqSywPo/unbelievably-excited-about-conference.html http://knowledgemanagementonline.com/2009/03/unbelievably-excited-about-conference.html <p> Practicing on the eee pc keyboard -- I can't wait to find out the web 2.0 personality this year. Each year it's different -- waggles back and forth between Ruby and KM justifications. Last year, every presentation genuflected to Sharepoint. Mash ups before that. And through it all runs the political, nearly religious belief in the wisdom of the crowd. Fantastic -- it's just the same in insurance, only we call it the law of large numbers. I don't know how Americans can deny this manifest truth...<img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-6312408740181869867?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /> </p> <p><a href="http://knowledgemanagementonline.com/2009/03/unbelievably-excited-about-conference.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2009/03/unbelievably-excited-about-conference.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=GcGNjqSywPo:pr--M6ioP2U:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=GcGNjqSywPo:pr--M6ioP2U:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=GcGNjqSywPo:pr--M6ioP2U:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=GcGNjqSywPo:pr--M6ioP2U:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=GcGNjqSywPo:pr--M6ioP2U:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=GcGNjqSywPo:pr--M6ioP2U:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=GcGNjqSywPo:pr--M6ioP2U:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=GcGNjqSywPo:pr--M6ioP2U:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/GcGNjqSywPo" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2009/03/unbelievably-excited-about-conference.html Thu, 11 Dec 2008 23:46:00 -0800 http://feedproxy.google.com/~r/KnowledgeManagementOnline/~3/BXU1vpUD0yM/how-would-you-change-this-project.html http://knowledgemanagementonline.com/2008/12/how-would-you-change-this-project.html <p> <p><strong>Online Services Roadmap Project</strong></p><p><strong>Overview</strong></p><p>Web Channel Management (WCM) and the office of the Chief Administrative Officer endorse the Company’s new focus on the benefits of online services to support business activities at all levels and among all audiences.<p />This focus represents a significant change in the role of web services. Because the high-priority work-streams now in development depend on a more robust web capability that we now provide, WCM must move quickly to identify the immediate and long-term web services requirements.<p />To provide our company with a realistic roadmap and timeline for needed enhancements, WCM will engage a qualified third-party consulting company to provide the deliverables listed below.<p />One important qualification for the candidate companies is that they have successfully provided large companies with this enterprise planning and advice, as well as providing top-notch project management and development resources. Ideally, the company will be in the business of providing ongoing support for web-facing development projects for a limited number of large companies.</p><p /><p><strong>Project Purpose</strong></p><p /><p>The Online Services Roadmap Project has two parts:<p />1. Develop online services roadmap with priority project plans<br />2. Evaluate, scope and bid on at least two “Identified Projects”<p />WCM continuously evaluates business requirements for web support. This project provides us with speedy supplemental expertise. We expect that the selected vendor will be able to use our current expertise, research and analysis to develop a first iteration of a new web services roadmap.<p />This iteration is expected to be an eight-week project (from the date of contract.) The roadmap and plans delivered should include additional analysis and planning tasks, and should include the “Identified Projects” as elements in the overall roadmap.<p />The vendor responding can propose an alternate timeline for the project if necessary, along with a justification for the change.<p />Detailed information on Goals and Objectives, Current Online Channels, Business Processes, Current Environment, and Market Research is provided in an appendix.<p />Detailed information is provided on “Identified Projects” listed in Part Two in an appendix.<p />Customer and agent research, both raw data and analyses, will be available to the project team. WCM participants are familiar with past research projects.<p /><strong>Project Deliverables</strong><p /><strong>Part One: Online Services Roadmap<br /></strong><br /><strong>A. Strategy Review<br /></strong>Validate goals and objectives (in discussion with stakeholders)<br />Recommend revisions and reasons<br />Provide recommended priority weighting for revised objectives<br />Deliver Online Strategy Roadmap<p /><strong>B. Technology Review<br /></strong>Document standard set of online functions to support our business model.<br />Provide examples of each function.<br />Compare our current environment’s functions.<br />Identify important functional gaps.<br />Evaluate additional web requirements imposed by in-progress work-streams.<br />Evaluate infrastructure’s capability to support standard online services.<br />Identify important infrastructure gaps.<br />Provide recommended priority weighting for functional and infrastructure gaps.<p /><strong>C. Planning</strong><br />Update Strategy and Technology recommendations after our review.<br />Align Technology priorities with Strategic priorities.<br />Create multi-year Roadmap of Web Services enhancement projects.<br />Create simulation of web presence after roadmap is finished.<br />Develop project plans with resource requirements for first year.<br />Identify ongoing third-party role.</p><p><strong></strong></p><p /><p><strong>Part Two: List of Identified Projects<br /></strong><p /><strong>Overview</strong> </p><br /><p>For each project listed, see appendix for information on:<br />Scenario description(s)<br />Personas or roles involved<br />Stakeholder groups<br />Process overview (current)<br />Current technology basis<br />Functional requirements (high level)<br />Business Benefit<br />Known Challenges<p /><strong>Identified Projects</strong></p><p /><p>List removed for confidentiality reasons -- sixteen items are on the list, including tool and gadget creation, online campaign framework, SEO work, etc.</p><p /><br /><p><strong>Deliverables</strong></p><p>For at least two Projects, provide detailed proposals, including Tasks, Timeframe and Cost (We will provide additional information as requested).</p><p>Provide a general evaluation of all Identified Projects: general evaluation, which may include comments on project focus, feasibility, business value, likely cost range, technology options and issues, dependencies, and examples now in use.</p><p>Group related projects into categories.</p><p>Rank all Identified Projects (or categories) in order, from highest likely ROI to lowest. (We will provide additional information as requested)<p /><strong>Resources to be provided</strong></p><p>Internal Roles available to support analysis project:<br />Web Channel Management: Channel Manager, Abby Shaw<br />Customer Research and Strategies<br />Marketing<br />Communications<br />Media<br />Multimedia<br />IT Architecture<br />IT Web<br />ASP representatives as needed<p /><strong>Appendix of relevant information<p />Appendix Contents<br /></strong>Contact names provided for each item, for clarifying questions<p /><strong>Goals and Objectives</strong><br />Company Goals:<br />Web Channel Management Goals:<br />Vision<br />Goals and Top Objectives<br />Key Milestones<br />Known Challenges<br />Success Metrics<br />Impact of project(s) not being done (targeted ROI)<p /><strong>Our Online Channels<br /></strong>Overview diagram<br />For each Web Channel (four large, many small):<br />Site maps for large sites<br />Site key stakeholders (business owners)<br />Site future vision (if documented)<br />Site personas<br />Technology platform<br />Known challenges<br />Work in progress (if any)<p /><strong>Our Business Processes<br /></strong>The Insurance business model<br />Our competitors on the web<br />“Life of a Policy” process diagram (for Commercial Insurance)<br />High Value Scenarios by persona type<br />(Dan Moore’s Claims process diagram)<br />Key interaction: Types of agency visits<br /><strong><br />Our Current Environment</strong></p><p><strong>Online delivery:</strong><br />Digital Design Standards (Parent Company standards and local exceptions for us)<br />Digital Standards Committee: purpose and process<br />Usability Methodology<br />Inventory of web-facing business applications (Capabilities Inventory)<br /><strong><br />Infrastructure</strong><br />Web-related Technical Architecture: diagrams and description<br />Overview of DCMS<br />Overview of our current Websphere Portal environment<br />Collection of technical standards with known gaps identified (web NFR, for instance)<br />Other? </p><p><strong>Identified Projects: Detail</strong><br />For each project listed, information on:<br />Scenario description(s)<br />Personas or roles involved<br />Stakeholder groups<br />Process overview (current)<br />Current technology basis<br />Functional requirements (high level)<br />Business Benefit<br />Known Challenges<p /><strong>Audience Research (Summaries, transcripts, DVDs)</strong></p><div class="blogger-post-footer"><img class="posterous_download_image" src="https://blogger.googleusercontent.com/tracker/4915690985925871995-1068781492756262316?l=rhetoricia.blogspot.com" height="1" alt="" width="1" /></div> </p> <p><a href="http://knowledgemanagementonline.com/2008/12/how-would-you-change-this-project.html">Permalink</a> | <a href="http://knowledgemanagementonline.com/2008/12/how-would-you-change-this-project.html#comment">Leave a comment&nbsp;&nbsp;&raquo;</a> </p><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=BXU1vpUD0yM:-3dTwpn7FLY:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=BXU1vpUD0yM:-3dTwpn7FLY:gIN9vFwOqvQ"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=BXU1vpUD0yM:-3dTwpn7FLY:gIN9vFwOqvQ" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=BXU1vpUD0yM:-3dTwpn7FLY:qj6IDK7rITs"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?d=qj6IDK7rITs" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=BXU1vpUD0yM:-3dTwpn7FLY:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=BXU1vpUD0yM:-3dTwpn7FLY:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?a=BXU1vpUD0yM:-3dTwpn7FLY:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/KnowledgeManagementOnline?i=BXU1vpUD0yM:-3dTwpn7FLY:F7zBnMyn0Lo" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/KnowledgeManagementOnline/~4/BXU1vpUD0yM" height="1" width="1"/> http://files.posterous.com/user_profile_pics/484332/Abigail_s_Berlin_097.JPG http://posterous.com/users/5erEdaiaVaTf Abby Shaw Abby Shaw Abby Shaw http://knowledgemanagementonline.com/2008/12/how-would-you-change-this-project.html