Organizations won’t reap the rewards of powerful collaboration tools if they don’t make collaboration itself a strategic priority.
Stories by Thornton May
In our interdependent age, everything depends on a series of collaborations, and yet collaboration remains largely unmeasured and unmanaged.
How do organizations cope when any single super-empowered person can carry out far-reaching sabotage?
FRAMINGHAM (10/02/2003) - Research being conducted in conjunction with the Managing the Information Resource Program at UCLA indicates that we are a mere 10 years away from the day when every molecule on this planet could be assigned an IP address. Such a possibility underscores our need to intellectually grasp the massive changes afoot in the evolution of information and its management.
During the past eight months I have been deeply involved in a multiyear global research project involving hundreds of CIOs and aimed at better understanding the evolving CIO "habitat". I've discovered that it's a varied and exotic ecosystem, indeed.
In 1997, I examined why IT professionals at established companies changed jobs. Managers erroneously believed that the top reason people quit was money. They were wrong then, and they would be wrong today. I find that the top reason people quit can be summed up in this sentence: "I won't work for a jerk."
Dickens, Melville and Aesop were no slouches when it came to telling stories. Unfortunately, many professionals in the technology arena aren't as skilled.