The Future As Seen By Me In 2010

Well looky here, things one has scanned in eh. (ignore the photo, that's some guy that made some accounting software, not sure what became of him ;) MIKE RIVERSDALE is fuming. The expensive headphones he bought in Sydney three weeks ago have just died. His first reaction is not to randomly spill expletives into his coffee, but to use his iPhone to vent his frustration to his Twitter con- tacts, under the moniker Miramar Mike. "I will also put, 'What should I do?' It's a conversation. I'm reaching out to the people following me." The council predicts hand-held digital devices such as smartphones will rule the world in 2040. They already rule the life of Mr Riversdale, whose company WaveAdept helps businesses adapt - their computing sys- tems to allow staff to work from anywhere - and with anyone. In order of fre- equency, he uses his iPhone to tweet (1136 followers; 8363 tweets since joining), e-mail, make phone calls and use online services, such as checki

You need more than to just relax your grip and allow participation and structure to emerge spontaneously

At the bottom of Google Apps get mixed report from De Bortoli Wines (an interesting yet unsurprising article about Google Apps in a large-ish organisation) is the following excellent comments from De Bortoli Wines CIO, Bill Robertson:
"There's an assumption that if you build it, they will come," he says. "In theory this is true, but our experience suggests it will be unbalanced. Some bright sparks will always be keen but it depends on their skills and background."
And that's life me old muckers.

Some people will dive on in, some will dabble and some will pass it by through no more malice than, "it just doesn't help me". NO technology is a silver bullet. In fact no tool is the panacea to all your business woes no matter what type is it whether it's a process, a piece of software or a methodology.

The skill is applying is letting the staff apply the tools they find relevant to complete the job in hand.

I also agree with Bill regarding:
Robertson also bucks the trend that assumes a good dose of Enterprise 2.0 salts is necessary to dissolve organisational hierarchies.

"For companies that don't obsessively adhere to organisational charts and already encourage free and frank discussion, some of these solutions aren't as appropriate," he says.


Thanks to Ben at Diversity for the initial link

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