links for 2009-10-08

• intranetlife – Roberto Cobianchi – Forrester: perché le intranet sono poco utilizzate
  Bill Ives ha pubblicato ieri un post dal titolo Barriers to Intranet Use from Forrester nel quale sintetizza e commenta le principali evidenze contenute in un report di Forrester dal titolo: What's Holding Back Your Intranet.
  Riprendo alcuni stralci interessanti:

  They found that 93% of employee respondents said they use an intranet or company portal (Forrester uses the terms interchangeably) at least weekly, and more than half reported daily use. However, they found that these intranets were mostly accessed for basic functions such as company directory, benefits information, and payroll. Access to collaborative tools, what some might called an enterprise 2.0 capability was ranked fourteenth."

  (tags: intranet forrester barriers goals)
• Toward an Integrated Approach to Product Strategy and Design – Part 1 of 3 » Articles » Montparnas User Experience Design Blog
  Product development and user experience design are two fields that should, but rarely, collaborate effectively to design and define products that consumers will find delightful to use. There exist many natural synergies between the two disciplines, and each field’s strengths complement the other’s weaknesses. Despite this, product development and user experience teams often work in siloed circumstances with insufficient communication and collaboration and sometimes with quibbling. The current modus operandi leads to loss of productivity, longer time to market, higher costs, and products that fall short of their full potential.
  (tags: collaboration process projectmanagement)
• Cultivate the Creative Class Within Your Companies… or Else – WSJ @ World Business Forum – WSJ
  Several management guru speakers at the World Business Forum are saying that the idea of creativity and humane considerations in management won’t be side-lined for long, if at all, by a recession. He and others say that companies that use a top-down management style that treat employees like automatons will, eventually, be punished. The best talent will move to greener pastures at organizations that reward creativity and adapt to change more quickly.

  Mr. Hamel argues that management has largely stopped evolving in the last 100 years. A CEO from the 1960s era plopped into a company today might be nonplussed by the Internet and the pace of change in business. But other things would look the same. “Big leaders with big salaries and titles have the most say in decisions,” he says. Executives can drop in from company to company, pulling the same levers.

  (tags: management business)

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