The Global Human Capital Journal

New Category Debuts on Global Human Capital

nospam@example.com (Christopher S. Rollyson) — 2008-07-20T02:32:47Z

"Practice" Will Highlight Behind the Curtain Enterprise Innovation with Web 2.0

I am pleased to announce the creation of "Practice," an exciting new Category on the Global Human Capital Journal. Practice is the first new category I've created since launch in 2005. It will give you behind-the-scenes insights into the innovation I am conducting with clients in my consultancy, CSRA. For example, the new CSRA Social Network Roadmap is attracting extensive attention from Fortune 1000 executives in many industries: utilities, consultancies and market research firms to name three. We will begin using the roadmap to assess, test and scale their companies' use of social networks and Web 2.0.

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World of Mouth Asserts Itself at Web Content 2008 Chicago—Wherefore Art Thou, Control?

nospam@example.com (Christopher S. Rollyson) — 2008-06-29T23:49:17Z

Reexamining "Content" in Light of "Conversation"

Web 2.0 is redefining content on the Web, and Duo Consulting's and Content Wrangler's Web Content 2008 Chicago, convened at the UBS Tower on June 17-18, 2008, was a rich opportunity to check in with the Web 1.0-Web 2.0 mashup. Embedded within the legacy concept of "content" (text, pictures, audio, video, etc.) is that few people create it and many people consume it, which is obviously less true with every passing month.

Something else is happening on the way to the forum, too: opinions about content are gaining more attention than the content itself, according to Day One keynote Dick Costolo. If so, where does that leave people who "manage" content? There is a whole ecosystem of professionals and vendors that manage content according to Web 1.0 rules, and many of them were here, sharing their visions and tactics for embracing Web 2.0. Day Two keynote Jerome Nadel provided a clue: a shift in emphasis to design: since "users" are creating the opinion content through their "conversation," I'll hazard that a key part of the concept of "management" will be providing a better whiteboard that enables people to share what and how they want with whomever they want when they want.

Moreover, everyone had control issues. Speakers as a group did not agree whether consumers were in control now or whether content creators still prevailed. Chris Anderson's adage kept flitting across my mind, "We live in an 'and world,' not an 'or world'." The conversation will not replace content; it will play with it. The two will synergize. As usual, I have summarized the remarks of speakers whose sessions I attended, and I'll wrap with my own Analysis and Conclusions.

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Consumer Disruptors: Healthcare Web 2.0 Innovator Case Study

nospam@example.com (Christopher S. Rollyson) — 2008-06-28T04:26:45Z

How Consumer-Generated Content Is Contributing to Transparency in Healthcare

Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0's disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.

Business Drivers

Consumer-directed healthcare is an attempt to decrease U.S. healthcare costs by giving healthcare consumers (patients) a financial stake in the healthcare they access. At the consumer level, most programs consist of two parts, a high deductible health policy to protect against catastrophic expenses and a health savings account (HSA), which consumers use to pay the majority of their healthcare expenses. HSAs are tax-advantaged: in most cases, the consumer pays for healthcare cost pre-tax (healthcare costs reduce the tax rate). The consumer can save unused healthcare funds for following years.

CDHC will work best when consumers have detailed information about healthcare procedures, outcomes and costs so that they can make better decisions about the type and quantity of care they receive. This is disruptive in many areas of healthcare, where releasing cost and outcome information to the patient is often seen as taboo. Most of the sites below build their business models around advertising and up-selling, as they are free to use by consumers.

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PatientsLikeMe: Healthcare Web 2.0 Innovator Case Study

nospam@example.com (Christopher S. Rollyson) — 2008-06-27T04:57:00Z

How a "Facebook for Health Conditions" Is Redefining Privacy and Collaboration

Business Drivers

PatientsLikeMe is a digital social network where patients of chronic, life-changing diseases share detailed quantifiable information about themselves, their diseases and their treatments' effectiveness. The goal of the site is to improve quality of life by sharing information.

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HCAR KnowledgeMesh: Healthcare Web 2.0 Innovator Case Study

nospam@example.com (Christopher S. Rollyson) — 2008-06-26T04:32:00Z

New Life Sciences Accelerator Leverages Digital Social Network—Inspired by LinkedIn and Facebook

Business Drivers

The Hershey Center for Applied Research KnowledgeMesh is a new initiative that unites healthcare- and life sciences-focused commercial, academic and government forces in a digital social network. It is a cutting edge social networking and scientific mapping online community that will drive R&D in the life sciences and high tech.

KnowledgeMesh is inspired by Facebook and business executive social network LinkedIn. It is explicitly designed to create and enhance interactions among industry, government, academie, venture capitalists, intellectual property attorneys and the work force.

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Sermo: Healthcare Web 2.0 Innovator Case Study

nospam@example.com (Christopher S. Rollyson) — 2008-06-25T04:30:52Z

U.S. Physicians Learn the Power of Professional Crowdsourcing—Consult Each Other in Digital Social Network

Business Drivers

Sermo is a start-up that was founded by a doctor with a passion, to create a professional community in which often-isolated U.S. doctors can advise each other. Once confirmed as practicing physicians, members create pseudonyms that are attached to their specialties. No other information about members is required, but they can volunteer other information about themselves.

The Sermo story reflects the limitless applicability of Web 2.0 collaboration, in healthcare and other industries.

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Mayo Clinic: Healthcare Web 2.0 Innovator Case Study

nospam@example.com (Christopher S. Rollyson) — 2008-06-24T04:31:00Z

Renowned Health Center Lets Patients and Employees Share Experiences in Facebook—Podcasts, a New Way to Leverage Multimedia

Business Drivers

Mayo Clinic is literally a pioneer in that it was founded on the U.S. frontier in the 19th century. The world-renowned medical center has innovated many of the practices that evolved into the modern medical practice. It became organized as a nonprofit in 1919 and, as the Mayo Foundation, it has played a lead role in supporting medical education at the University of Minnesota Graduate School.

It may be natural, then, that Mayo Clinic began to pioneer the way in enabling patient-to-patient communication with Facebook, one of the most popular public Web 2.0 venues for many-to-many interaction in 2008. Mayo Clinic practitioners understand the power of word of mouth, which is embedded into its culture.

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Pfizer: Healthcare Web 2.0 Innovator Case Study

nospam@example.com (Christopher S. Rollyson) — 2008-06-23T04:32:48Z

How Blogs and Wikis Add Value in Global Organizations by Supplementing Enterprise IT—Contagious Grassroots Enthusiasm

Business Drivers

Pfizer is the world's largest pharmaceutical company by sales, having in its stable numerous bestselling drugs, from Lipitor, Lyrica and Diflucan to Zithromax and Viagra. It also has the industry's largest R&D budget, a global workforce and a tremendous need for its people to collaborate seamlessly across boundaries.

All pharmaceutical companies are struggling to invent new drugs because much of the "low hanging fruit" has been harvested, and their R&D staffs need to try new things to discover and bring new drugs to market.

In this case, Pfizer's experience suggests the power of applying Web 2.0 tools internally, a practice termed "enterprise 2.0."

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CDC: Healthcare Web 2.0 Innovator Case Study

nospam@example.com (Christopher S. Rollyson) — 2008-06-22T04:49:46Z

Collaborating with Customers to Achieve Corporate Strategy—How Small Steps Can Lead to Large Impact

CDC Business Drivers

CDC's charter is to protect public health. The agency serves as a resource to mitigate the impact of infectious diseases, environmental health, bioterrorism and others. It fulfils its mission by connecting with people and educating the public; it seeks to partner with people to increase their knowledge of health hazards and how to respond appropriately in the face of threats.

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Web 2.0 and Social Media Uncorked at TechCocktail Conference 1.0

nospam@example.com (Christopher S. Rollyson) — 2008-06-16T23:54:40Z

Knowledge Economy Unfolds via All Things Digital-Social—Wearing Passion and Personality on Your Sleeve

Discerning Web 2.0 from Web 1.0—Ron May Gets Comeuppance as Happy and Successful

Web 2.0 entrepreneurs, financiers and professional services folk descended on Loyola University Chicago's Lewis Hall 29 May 2008 for "Tech Conference," TechCocktail's first ever day-long educational event. Founders Frank Gruber and Eric Olson served an effervescent yet heady elixir of heart-to-heart war stories, lessons learned and strategies by entrepreneurs, venture capitalists, lawyers, accountants and an executive coach.

Since attending TechCocktail 1 in July 2006, I have promoted the periodic TechCocktail "meetups" to everyone who will listen as the place to learn about and connect with Web 2.0 players and technology in Chicago (elsewhere now, too). Frank and Eric have created one of the most worthwhile groups and communities in the city and were recognized in the ITA's Citylights this year. Their first conference was both high value and quintessentially Web 2.0: speakers were open about what had worked and what hadn't. The program was well balanced, organized and entertaining. There were considerable lessons for Web 2.0 entrepreneurs and their providers to take away.

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France 2.0: French Finance Minister Declares French rEvolution in Economic Policy

nospam@example.com (Christopher S. Rollyson) — 2008-05-28T04:48:00Z

Real-time Case Study Holds Lessons for G7 Knowledge Economy Transition—"Courage" to the Rats—A New French Realism?

Illinois leaders were addressed by Her Excellency Christine Lagarde, Economy, Industry and Employment Minister, Republic of France at the special luncheon held in her honor by the Executives' Club of Chicago at the Westin on 23 May 2008. Attending were Chicago Mayor Richard M. and Maggie Daley, a French delegation that included the Ambassador of France to the U.S. Pierre Vimont, the Head of Cabinet Christian Dufour, David Appia, Minister Counselor for Economic and Commercial Affairs, and numerous executives of Chicago Fortune 500 firms.

If one were not listening attentively and willing to question stereotypes, it would have been too easy miss this intriguing story. However, as in all things "2.0," profound change manifests slowly at first, and I detected a glimmer of disruption in France's status quo. Having lived in West Berlin surrounded by the concrete reality of a wall that subsequently, unbelievably, came down, I ask myself, "What if France were to vanquish some of the sacred cows and become, gasp, pragmatic and entrepreneurial?" Lagarde's message was precisely that, and she delivered it with the aplomb that reflected extensive business and policy success at the boardroom table.

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Creating Strategic and Tactical Value with Enterprise (Social) Networks

nospam@example.com (Christopher S. Rollyson) — 2008-05-01T04:12:00Z

Leveraging B2C "Social" Networks for Real Enterprise Advantage—Flashbacks to Web 1.0—People in Bars

Pan in, circa 1998, and enterprises were beginning to doubt the conventional wisdom that had prevailed during the past three years, namely that "the Internet" was a Silicon Valley fad that would blow over with nary a whimper. It was "for kids," it didn't merit adult attention—none of these "businesses" were making money anyway. You can't be serious, how could a money-losing online bookstore affect GM? It looks silly to read these words today, but that's only because we know what happened. Here I will suggest that we are on the cusp of a similar shift with Web 2.0 and social networks, I'll outline an approach you can use to consider your adoption strategy, and I will recommend tactical things you can do right now to leverage LinkedIn, Facebook, Twitter, YouTube, Del.icio.us and others.

Since 2006, my consulting work has encompassed strategic and tactical sides of Web 2.0 and social networks and, in 2008, I launched a tactically-focused service, the Executive's Guide to LinkedIn, which helps global enterprises to use LinkedIn for process innovation. This has provided the opportunity to deep dive into applying these tools to enterprise processes.

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Noodle VI: New from the Unorthodox Exit Strategy Department—Acquisition by an Asian Firm

nospam@example.com (Christopher S. Rollyson) — 2008-04-09T04:47:00Z

Process Excellence Can Inject New Vitality into Ailing Manufacturers

Picture this: you are the CEO of a venerable manufacturer that has been besieged by price pressure, increased imports and high capital costs. Revenue has been barely edging up, and profits have been negative three of the last five years. You have had to lay off a significant portion of manufacturing personnel, many of whom had been with you more than a generation. Your ship is still taking on water despite best efforts, and you do not know where to turn.

This was precisely the situation of several U.S. firms that took the unusual route of selling themselves to Indian firms that turned the companies around very quickly by applying sophisticated process and management expertise. In many cases, local employment increased because the companies became much more competitive. Here are two examples:

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Noodle V: Geography 3.0, What It Is and What It Means

nospam@example.com (Christopher S. Rollyson) — 2008-04-02T01:03:55Z

A New Synthesis in the Knowledge Economy—Fast Forward to the Past—Plus, The Fire

Noodles are largely driven by intuition and holistic mental doodling, and this one has been simmering a long time*. I believe that there is profound meaning in virtual and literal "mobility," and I'll explore its significance in terms geography and human relationships. Geography has always had a profound impact on how humans have lived and the organizations in which we have lived, and when its meaning shifts, our lives are transformed. This is of paramount importance because human relationships are currently transitioning from geography-based to interest-based. Many governments and businesses harbor business rules that assume geography-based relationships, and, unless they appreciate the shift to interest-based relationships, they will experience disruption's spin cycle. Lose a turn. Don't pass go ,^)

Before exploring how these things will unfold in Part II, let's review three geographies and four economies here in Part I...

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Noodle IV: Web 2.0 Pureplays vs. Enterprise Vendors: A Real Battle?

nospam@example.com (Christopher S. Rollyson) — 2008-03-23T04:39:39Z

Dennis Howlett, writing in the Irregular Enterprise on 19 March, made the case that enterprise IT just didn't get social networking and start-ups were going to make some serious hay by bypassing IT and selling right into the business. He had also included a YouTube video in which CIOs commented on the question, "Is Enterprise 2.0 hype or happening?" which provided some light-hearted snippets about a profound subject. There was some valuable information in the post, but I found that it was approaching the issue from within the old paradigm ("battle on two fronts"), and therefore largely left money of the table. I'll peel the onion here, so get ready to well up.

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