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Will You Add? - Intranet Portals - Collaboration through Team Rooms
Very few people are really creative in everything they do and yet creativity is the key to making cash online, the oil that speeds up the wheels of success.This is hardly surprising when you realize that things can get extremely competitive online and a would-be online entrepreneur needs every tiny little advantage or edge they can get to make a difference and stand out above the competition.You may be reading this with a sinking feeling knowing only too well that creativity is as far away from you as the north is from the south. And yet you are eager to make fast cash online and have a successful web business. Don't despair; one of the really wonderful things about the World Wide Web is that research can deliver crea
For example, a community for “customer insight” might have members drawn from call centre operations, marketing and IT teams (to name but a few) w
If you have ever hankered after running your own business, why not consider the commercial cleaning industry? Believe me, cleaning is no longer a dirty word and the rewards can be more than you might expect . . .Although these days I mainly write informational articles like these and run an online business, for many years I ran a redbrick janitorial supply company. Some of the things I learned there made me think that maybe, just maybe, I'd made the wrong choice within the cleaning industry!What made me think that? Well, my company supplied cleaning chemicals and equipment (it still does - I just don't work there anymore!) to end-users and also to what, in the UK, are termed Contract Cleaners. These are firms who clea
Knowledge Management (KM) can be defined simply as the process through which organizations generate value from their intellectual and knowledge-based assets. Knowledge assets are often grouped into two categories:
(1) Explicit Knowledge
Generally, everything and anything that can be documented, archived and codified. Examples include patents, trademarks, business plans, marketing research and customer lists.
(2) Tacit Knowledge
The rest. Tacit knowledge is the know-how contained in people's heads. The challenge inherent with tacit knowledge is figuring out how to recognize, generate, share and manage it.
Most often, generating value from such assets involves sharing them among employees, departments and even with other companies in an effort to reach – or go beyond - best practice.
Where Collaboration technologies can help… and hinder
For explicit knowledge, the focus can usefully be described as “connecting people to things”, whilst for tacit knowledge, the focus is “connecting people to people”.
As such, structured and unstructured search technologies are usually the core of strategies to encourage greater sharing of explicit knowledge; the user searches for a document either by typing some text into a search engine or by clicking through a document taxonomy.
Similarly, a well structured “yellow pages” directory, where one can search for people with particular skills or experience, forms the centrepiece of tacit strategies; where the aim is to connect people often for 10 minute telephone conversations / requests for help that could save a week’s work.
Both explicit and tacit strategies are, however, much enhanced when combined with Collaboration or “work-group” technologies. By creating “communuities of interest” around cross-functional themes, individuals can share documents, plans and other material, find and discuss issues with subject-matter experts and even allocate tasks and calendar items to each other.
For example, a community for “customer insight” might have members drawn from call centre operations, marketing and IT teams (to name but a few) wh
The best use of an interviewer’s time is spent prior to meeting the applicant. A quality prescreen of each candidate does two things: It saves the interviewer time by identifying undesirable candidates up front and allows the interviewer to prepare more fully and tailor the interview to each candidate. A quality prescreen should include a thorough review of all materials furnished by the applicant with a focus on consistency and truth in the details. The interviewer should attempt to gain some insight into each candidate prior to the interview.• Never write on original copies of pre-employment documentation!Instead, use worksheets or make two copies of the documents. Use one copy to take notes on during the revie
(2) Tacit Knowledge
The rest. Tacit knowledge is the know-how contained in people's heads. The challenge inherent with tacit knowledge is figuring out how to recognize, generate, share and manage it.
Most often, generating value from such assets involves sharing them among employees, departments and even with other companies in an effort to reach – or go beyond - best practice.
Where Collaboration technologies can help… and hinder
For explicit knowledge, the focus can usefully be described as “connecting people to things”, whilst for tacit knowledge, the focus is “connecting people to people”.
As such, structured and unstructured search technologies are usually the core of strategies to encourage greater sharing of explicit knowledge; the user searches for a document either by typing some text into a search engine or by clicking through a document taxonomy.
Similarly, a well structured “yellow pages” directory, where one can search for people with particular skills or experience, forms the centrepiece of tacit strategies; where the aim is to connect people often for 10 minute telephone conversations / requests for help that could save a week’s work.
Both explicit and tacit strategies are, however, much enhanced when combined with Collaboration or “work-group” technologies. By creating “communuities of interest” around cross-functional themes, individuals can share documents, plans and other material, find and discuss issues with subject-matter experts and even allocate tasks and calendar items to each other.
For example, a community for “customer insight” might have members drawn from call centre operations, marketing and IT teams (to name but a few) w
Have you ever wondered what all the hype is about e-books? Why are they so popular? Would you be able to write your own e-book? These are just a few of the questions we will answer in today’s article.E-books are found almost everywhere on the internet. There are even libraries where you can download free e-books onto your computer. Many of these e-books are free because they are in the public domain, but there are some that have been written specifically to boost advertising.We are now living in the “information age” where people want to get valuable input quickly and easily. This is where e-books lead the way in a world where information is so often sought after. The contribution of e-books to the internet marketp
For explicit knowledge, the focus can usefully be described as “connecting people to things”, whilst for tacit knowledge, the focus is “connecting people to people”.
As such, structured and unstructured search technologies are usually the core of strategies to encourage greater sharing of explicit knowledge; the user searches for a document either by typing some text into a search engine or by clicking through a document taxonomy.
Similarly, a well structured “yellow pages” directory, where one can search for people with particular skills or experience, forms the centrepiece of tacit strategies; where the aim is to connect people often for 10 minute telephone conversations / requests for help that could save a week’s work.
Both explicit and tacit strategies are, however, much enhanced when combined with Collaboration or “work-group” technologies. By creating “communuities of interest” around cross-functional themes, individuals can share documents, plans and other material, find and discuss issues with subject-matter experts and even allocate tasks and calendar items to each other.
For example, a community for “customer insight” might have members drawn from call centre operations, marketing and IT teams (to name but a few) w
Most importers have seen their businesses grow dramatically in the past years. The drop in the cost of overseas manufacturing coupled with the insatiable appetite of US consumers for more and cheaper goods has created a bonanza for the industry. Both large and small importers have seen the size of their orders - and revenues - grow dramatically. However, for any business to grow successfully in this industry it must be well capitalized, or have a source of financing.Let me give you an example. Let’s say that your company gets a very large purchase order (po) from your best customer. You, of course, would go to your supplier and try to fulfill the order. However, if your supplier is unwilling to extend you terms, you may nee
Similarly, a well structured “yellow pages” directory, where one can search for people with particular skills or experience, forms the centrepiece of tacit strategies; where the aim is to connect people often for 10 minute telephone conversations / requests for help that could save a week’s work.
Both explicit and tacit strategies are, however, much enhanced when combined with Collaboration or “work-group” technologies. By creating “communuities of interest” around cross-functional themes, individuals can share documents, plans and other material, find and discuss issues with subject-matter experts and even allocate tasks and calendar items to each other.
For example, a community for “customer insight” might have members drawn from call centre operations, marketing and IT teams (to name but a few) w
Here’s the scene. You’re at the trade show, having a discrete "Sales Call" conversation with a visitor. Things are going well until he says something like...* So who else uses this upgrade?* You mentioned Big Foot, Inc. as a client. Who can I contact there?* I’m not sure it’s worth the extra money to us. Got any examples of real savings?* We’re heavily invested in one of your competitors and I can’t see junking everything we’ve already done even though we have problems with that system. You say the transition would be smooth. How do I know?YIKES. There you are with great sales resistance, which you could overcome if you knew what to do. This fellow is asking for you to give up
For example, a community for “customer insight” might have members drawn from call centre operations, marketing and IT teams (to name but a few) who share a common interest in better understanding the customer need. They could each contribute into the team space document repository materials that (once added together) create powerful new insights and possible future revenue enhancement. By sharing, they (a) gather a sense of belonging to a wider network of similarly minded people, (b) gain knowledge that helps each to better achieve their objectives and (c) gain recognition for being an expert in their particular area.
Benefits (for your business case) include: (a) better customer service through improved response times, (b) faster new product development and time to market, (c) enhanced employee retention through rewarding knowledge sharing, (d) reduced Opex through the streamlining of processes, (e) reduced IT network and storage cost growth through a reduction in email file attachments.
There are, however, risks to collaboration, where poorly implemented. For example, if individual community documents are not accessible through the overall portal search, then you risk creating information silos, where only a select few can access information that is of much wider use. Also, part of your portal benefits are likely to stem from people visiting all areas of the site and learning about other departments and teams. If people spend all their time in their own team rooms, the benefits of this wider perspective will be lost.
Typical Team Room Functionality
Most intranet portal offerings contain some collaboration functionality, either (a) as a standalone optional module, (b) as a partly integrated standard portlet or (c) as a fully integrated function, combined with email systems.
Typical elements include:
1) Shared Calendar:
The team can main
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