Business Transformation and the Social Web

Editor's Notes

• #10: Start at Home, step by step emphasise: - They are platforms that grow - grass roots adoption is BEST start small think big - Initial outlay cf large enterprise tools - Simplicity for users - Flexibility - you don’t need to know exactly what you want cf KM tools folksonomy va taxonomy - Risk Reduction - start with departments, pilot programmes, grow rapidly. - Risk Reduction honeycomb model - everyone’s jobs touch each other in some way - people understand the context under which they do their job and therefore makes people better at doing it.
• #11: Reduced risk in the supply chain - everyone understand the business better Example - Working together on a problem on a project - Building expertise networks - Knowledge sharing in informal forums Q@A - Social networks - shared interested OTHER than their job expertise - motivation
• #12: Mention the IdeaStorm - the know this one. - Transparency - Engaging your customers in your business - Give them better service - Customer Loyalty and confidence Straight to this is frightening for a culture that is not prepared and also very risky.
• #16: sources of new technological knowledge play an important role in shaping innovation systems. Science-based technologies are increasing in importance. New products and services tend to embody a wider range of technologies, increasing the complexity faced by individual firms. UK-based firms make extensive use of customers and suppliers as knowledge sources. The UK Science, Engineering and Technology (SET) base is highly productive and the UK has world class design expertise. Relatively low levels of innovation spend mean that UK-based firms are less well placed to benefit from these or from comparable sources internationally; the capacity to absorb and exploit knowledge defines a firm’s ability to turn knowledge into new products, processes or services. Fundamentally it is people who create knowledge, manage businesses and innovate. Poor skills amongst managers and the workforce more generally have hindered performance. The culture within UK owned firms appears to place less emphasis on creativity. Few firms show evidence of systematic adoption of the human resource management practices typically associated with effective employee relations and a workplace culture supportive of innovation; all investments in innovation need access to finance . Relatively lower levels of innovation spend are probably more due to a lack of incentives and capacity than a shortage of funds, although some financing gaps exist. A past history of macro-economic instability, weaknesses in skills and corporate strategies have all contributed to lower levels of spend; competition provides a stimulus to innovation and helps determine the intensity of competition and the ability of firms to spot opportunities and manage risks. Weak competition policies in the past have reduced incentives to innovate; and entrepreneurship rates are, at best, moderate; customers and suppliers put pressure on firms to deliver better quality goods and services and provide opportunities for innovation. Many UK-based firms compete in global markets and the UK is an attractive market for innovative firms from abroad. The public sector purchased £109 billion of goods and services in 2001-0212. There are major opportunities to make public sector procurement more effective in stimulating innovation while achieving spending objectives and value for money; the regulatory environment affects the possibilities and incentive structures for innovation. OECD comparisons show the UK to be relatively lightly regulated, although there are continuing business concerns about the impact of new regulations. Some firms appear to lack awareness of Intellectual Property Rights (IPR); and networks and collaboration are important means of accessing knowledge. Businesses are increasingly looking outside their sectors for opportunities to collaborate. UK-based firms appear to have many, varied network relationships, but the infrastructure is patchy and relationships appear to be largely driven by short-term decisions.