IT Implementation : Trends 2009

While IT is required by all organizations, there's a very distinct pattern that's visible on the requirements across different industries. Banks and financial institutions are now looking at their existing customer base and implementing solutions to provide them better service. Manufacturing organizations continue to automate their internal workflow with ERP. The govt. has moved beyond deploying information systems to automating and managing different types of business processes. The IT/ITES segment continues its pace of deploying the latest technologies. Plus, the education segment has also become very active this year. Here's the lowdown on each of these industries.

Source: http://pcquest.ciol.com/content/implementation2009/2009/109060102.asp

Do take a break at workplace

From the blog: http://blogs.harvardbusiness.org/health-and-well-being/2009/05/do-take-that-break.html.
by Samuel Z. Goldhaber

Tense negotiations have been under way for three hours without a break, and they aren't over by a long shot. By the end of the day, after factoring in your commute, you'll have been sitting for a dozen hours with hardly any chance to move around. This amount of immobility can set the stage for a blood clot to form in a vein deep in the leg—a deep-vein thrombosis (DVT).


Most people think of DVT as a risk associated with long flights. But a new study from Wellington Hospital in New Zealand places the problem in the workplace, too. It found that employees who sat for several hours without getting up—at a meeting, say, or even at their desks—were more likely to develop DVT than those who moved about more often.


This doesn't mean an epidemic of DVT in the workplace, but it does raise a concern for those predisposed to the condition—for example, people who frequently take long trips (eight hours or more), are advanced in age, have recently had surgery, are overweight, or have a clotting disorder or cancer. DVT afflicts up to 600,000 Americans a year.















Full article: http://blogs.harvardbusiness.org/health-and-well-being/2009/05/do-take-that-break.html

Garden Office

Read this: Kokuyo Opens Rooftop Office To Cut CO2

Knowledge is Power!

Blame vs Gain Behaviour

Source: www.odi.org.uk/rapid/Tools/Toolkits/KM/docs/blame_vs_gain.pdf

The Gurteen perspective: Enabling conversation

David Gurteen explains why it’s important to ‘create a space’ for real conversation. I agree to his style of chairing conversation. where lets assume that the speaker has 40 minutes. He or she speaks for 20 minutes, 10 minutes is given over for conversation among the audience and then 10 minutes for Q&A.
I have participated in several conferences and the general mood of the organizers is to maintain silence. (discipline, where discussion among the audience is not promoted to allow the organizers to remain in control of the event, especially when the conference is chaired by State representative), The so called discipline in this case, helps the speaker to answer the queries of the respondent without any real conversation, may be to avoid disagreement and windup the sessions quickly. But above all, the mode of the delivery also depends on the profile of the audience and subject of discussion.

Knowledge Worker 2.0

Slides from: Stephen
Source: Slideshare.net

Knowedge Worker 1.0

Slides from: Stephen
Source: Slideshare.net

Organizational preparedness for Knowledge Sharing

Recently during an interaction with the delegates from different organizations in the government, the delegates agreed that to create knowledge sharing environment, the organization has to create a trust based environment among the employees and the stakeholders, followed by communication and collaboration among the people and stakeholders in the organizations. The organizations more than highlighting on the benefits of knowledge sharing, it must prepare the organization to create environment for knowledge sharing.

The first step would be to bring about cultural change of cooperation and commitment and create a trust based environment. But they surprised me with the idea of selective sharing among the employees and the stakeholders.

They suggested that the people in the organizations selectively share information and knowledge among themselves based on the issues they find important to themselves. In effect, the exchange culture is leadership based and may not be directly linked to cultural change.