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The Xpragmatic View is now also available as a full RSS feed
Starting today, the Xpragmatic View is also available as a full RSS feed. This means that the complete text of the article is included in the feed and that you no longer have to click through to access the page on the website.
For subscribers who prefer the present shortened version, nothing changes. However, readers who want to switch to the new version have to link to the following address: http://www.xpragma.com/english/rss/xpv_full_en.xml.
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Xpragma is now also on Facebook
Since a couple of weeks, Xpragma now also has a presence on Facebook. Users of Facebook can now link to our Facebook fanpage to stay updated about new publications and other announcements.
Enterprise 2.0 - The dark forces of collaboration
*** New management briefing ***
More than ever, Enterprise 2.0 is the talk of the town. However, the discussion remains clouded by a continuing bias towards tools and technology and the setting of unrealistic expectations. In this briefing, we have a closer look at the real internals of Enterprise 2.0, the dark forces of collaboration.
Please note that this is not a pleading against Enterprise 2.0. In reality, we do strongly support the use of this type of approach by any organisation. However, companies must be aware of the reality that adopting Enterprise 2.0 takes something more than just the implementation of a few tools.
Indeed, companies will only be able to reap the real potential benefits of Enterprise 2.0 if they are also willing to question some of the very basic assumptions about their present organisation. More than anything else, Enterprise 2.0 is about organisational and behavioural change and this is the real challenge that awaits you.
Reverse Interaction Modelling - designing a better business by designing better interactions
*** New management briefing ***
Reverse Interaction Modelling (RIM) is an approach whereby we try to envision how our interactions with customers, partners and employees have an impact on their willingness to do (more) business with us. Once this vision created, we can start thinking about ways to adjust these interactions or to create new interactions that will further strengthen this willingness.
In the context of business process improvement or organisational change, RIM is essentially an approach that aims at 'designing your business', step-by-step, top-down. Doing so, it allows defining the 'business boundaries' that will delimit our further process change work.
This briefing session consists of two parts. The first part is largely identical to the Business Interaction Management briefing, describing the overall context of the approach. The second part then presents the RIM approach for basic process change and illustrates this using a small business case.
Reverse Interaction Modelling (RIM)
*** New concept development opportunity
Reverse Interaction Modelling (RIM) is an approach whereby we try to envision how our interactions with customers, partners and employees have an impact on their willingness to do (more) business with us. Once this vision created, we can start thinking about ways to adjust these interactions or to create new interactions that will strengthen this willingness.
Business processes are not your business - The case for Business Interaction Management
BPM (Business Process Management) has been a hot item over the past years. Still, most of the basic concepts of BPM have their roots in production and supply chain environments where repetitive, standardised processes prevail. Unfortunately, today's business environment has evolved towards a networked knowledge economy where processes exhibit far greater complexity and variability. This briefing is a pleading for a more interaction-focused BPM approach.
The Agile Virtual Enterprise - Empty concept or future necessity?
In this management briefing, we explore the duality of innovation within a traditional organisation. As a starting point, we position the AVE, the Agile Virtual Enterprise, a concept that received a lot of attention a couple of years ago, but that has somewhat disappeared from stage since. What was the promise of the AVE? Why would this stimulate innovative thinking? Is innovation really possible within a traditional organisation?
