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Innovation For Growth<br />Innovating the business and management processes and practices of regional SMEs<br />
On-line Collaboration:where social, content and technology meet<br />Mike Parsons and Mary Rose,<br />IEED, Lancaster Univ...
About us<br /><ul><li>Our collaboration
We represent a ‘new combination’
Mike Parsons –businessman, Karrimor, OMM Ltd, Innovator in Residence, IEED
Mary Rose, academic, business historian
Invisible on Everest : Innovation and the Gear Makers (2003)
Innovation a result not an objective</li></ul> <br />
Beyond Invisible on Everest<br /><ul><li>Shared knowledge and trust
Innovation Courses
Innovation for Extremes
www.innovation-for-extremes.net
A  OMM Ltd a business start-up 2005
IEED</li></li></ul><li>Where has this led?<br />153 mini innovation case studies per year<br />Emerging technologies a new...
Aims of Session<br />1. Why collaborate?<br />2. How to collaborate, with or without digital technologies<br />3. Matching...
Icebreaker<br />The task :<br />At your tables tell each other :<br />1 About your business<br />2 How you currently colla...
Why collaborate and with whom? The gains <br />Within company<br />Key driving factor - decentralisation <br />pre - requi...
Why Collaborate and with whom?<br />Outside Company <br />‘ There are always more smart people outside your enterprise bou...
How do an academic and a businessman collaborate?<br />Different worlds but shared practice<br />‘Learning by doing’ <br /...
Ways to collaborate<br />
Origins of Online Collaboration<br />
'Cloud Computing' the battle in the cloudsSaaS/PaaS/IaaS <br /> Examples <br />SaaSwww.salesforce.com<br />Microsoft, Azur...
Where Social Content and Technology meet<br />
Some collaborative tools<br />
Collaborative platforms<br />
That's an introduction to the technology but how about collaboration?Stage 1 How do people in your business communicate? H...
Collaborative success<br />trust<br />language, behaviour, expectations -comes with shared experience and 'history'<br />d...
And what can go wrong?<br />Time and money wasted<br />Involvement but not engagement<br />Breach of trust <br />Technolog...
Collaboration in practice<br />Collaboration is like an orchestra : all play individual notes but work together<br />
<ul><li>Varying Business CulturesType of BusinessProcessesAttitudes and what is valuedHow things are doneWhat is expected<...
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Online collaboration where_social_con_and_tec.slde

  1. 1. Innovation For Growth<br />Innovating the business and management processes and practices of regional SMEs<br />
  2. 2. On-line Collaboration:where social, content and technology meet<br />Mike Parsons and Mary Rose,<br />IEED, Lancaster University,<br />IFG Workshop, 5 May 2011<br />
  3. 3. About us<br /><ul><li>Our collaboration
  4. 4. We represent a ‘new combination’
  5. 5. Mike Parsons –businessman, Karrimor, OMM Ltd, Innovator in Residence, IEED
  6. 6. Mary Rose, academic, business historian
  7. 7. Invisible on Everest : Innovation and the Gear Makers (2003)
  8. 8. Innovation a result not an objective</li></ul> <br />
  9. 9. Beyond Invisible on Everest<br /><ul><li>Shared knowledge and trust
  10. 10. Innovation Courses
  11. 11. Innovation for Extremes
  12. 12. www.innovation-for-extremes.net
  13. 13. A  OMM Ltd a business start-up 2005
  14. 14. IEED</li></li></ul><li>Where has this led?<br />153 mini innovation case studies per year<br />Emerging technologies a new element of Innovation for Extremes<br />Hands on experience of building collaborative working for teaching and business<br />
  15. 15. Aims of Session<br />1. Why collaborate?<br />2. How to collaborate, with or without digital technologies<br />3. Matching technologies to needs and maybe combining them<br /> To begin the process of developing a live collaborative community using Central Desktop<br />
  16. 16.
  17. 17. Icebreaker<br />The task :<br />At your tables tell each other :<br />1 About your business<br />2 How you currently collaborate<br />3 Reasons for attending<br />4 Summarise on Flip chart <br />5 Appoint spokesperson who will feed back to whole course<br />
  18. 18.
  19. 19. Why collaborate and with whom? The gains <br />Within company<br />Key driving factor - decentralisation <br />pre - requisite to collaboration is information SHARING <br />(Cross-functional) communities of practice<br />TEAM - the power of a team is enormousPOTENTIAL - Higher project success rate More Innovation/content/Streamlined processes leading to -Earlier to market  <br />
  20. 20. Why Collaborate and with whom?<br />Outside Company <br />‘ There are always more smart people outside your enterprise boundaries than there are inside’ Tapscott, Wikinomics (2006)<br />Suppliers and even competitors<br />Customers<br />
  21. 21. How do an academic and a businessman collaborate?<br />Different worlds but shared practice<br />‘Learning by doing’ <br />Supported and shaped by technology<br />1+1 = 3 <br />
  22. 22. Ways to collaborate<br />
  23. 23.
  24. 24. Origins of Online Collaboration<br />
  25. 25. 'Cloud Computing' the battle in the cloudsSaaS/PaaS/IaaS <br /> Examples <br />SaaSwww.salesforce.com<br />Microsoft, Azure Oct 2008<br />PaaS<br />BPOS Federal<br />Google, 'Gov Cloud'<br />Rackspace<br /> <br />IaaS <br />Amazon early mover EC2<br />Google UGov <br /> <br />Yahoo&HP&Intel Jul 2008<br />Oracle start up 2010? <br />
  26. 26. Where Social Content and Technology meet<br />
  27. 27. Some collaborative tools<br />
  28. 28. Collaborative platforms<br />
  29. 29. That's an introduction to the technology but how about collaboration?Stage 1 How do people in your business communicate? How do the ‘communities’ in your business function?<br /> What is needed?<br />What is possible?<br />
  30. 30. Collaborative success<br />trust<br />language, behaviour, expectations -comes with shared experience and 'history'<br />developing shared vision and practice<br />
  31. 31. And what can go wrong?<br />Time and money wasted<br />Involvement but not engagement<br />Breach of trust <br />Technology without social !<br />
  32. 32. Collaboration in practice<br />Collaboration is like an orchestra : all play individual notes but work together<br />
  33. 33. <ul><li>Varying Business CulturesType of BusinessProcessesAttitudes and what is valuedHow things are doneWhat is expected</li></ul> <br />
  34. 34. Collaboration Processes <br />Meetings<br />Open Ended conversations<br />Projects<br />Content<br />Access to expertise <br />Relationships<br />Individual participation <br />Community Cultivation <br />Serving a Context <br />
  35. 35. Processes carried out in a 'community of practice' <br /> <br />Where a sharing of experience and practice so shared:<br />Language, expectations, understanding<br />Tacit knowledge<br />
  36. 36. Building community Stage 1 Function Why do you want your community for ?<br />
  37. 37. Building Community:Stage 2 Understanding the people involved in the community<br />
  38. 38. Building Community : Stage 3 making Choices of Technology <br />
  39. 39. Building the Community : Stage 4 making the community environment collaborative<br />
  40. 40. Meetings<br /> <br />
  41. 41.
  42. 42. Case Studies<br />Lead User<br />OMM CDT<br />IEED CDT<br />Tricouni<br />Sakai Innovation<br /> IFG site<br />

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