Posts tagged: innovation

How Baomoi can make (more) money

By , May 13, 2009 2:42 pm

How Baomoi can make (more) money apart from offering brand-monitoring services.

  • Get online newspaper firms to outsource to Baomoi for features that Baomoi is strong at
  • Offer new, innovative, customized features to newspapers
  • Provide online-news-specific analytics
  • Create ecosystems around newspapers
  • Move Expand to media, collaborate with other organizations to host news-related events

Each item has its own pros & cons, opportunities & risks.

This list is simply my own fresh thoughts, and I haven’t evaluated them against Baomoi’s strategies, current capabilities and the industry’s growth. Feedbacks are welcome.

Toward Enterprise 2.0 – positioning the 2.0 characteristics in an Enterprise and some suggestions for FPT

By , April 17, 2009 11:04 am

1. Introduction

This article discusses implications behind the adoption of a “2.0” approach to corporate management. This article is built on and extends the introductory discussion of an FPT HR representative on their application of 2.0 to internal communications. It seeks an equivalent position of the 2.0 characteristics within an organization. Basing on this finding, recommendations are given to FPT.


Hi TaiTran,
Ko hiểu youtube có lỗi hay do mạng lởm nên tôi ko trả lời bạn trực tiếp được tại video trên youtube. Quản trị 2.0.
Quản trị 2.0 là khái niệm được FPT nhắc tới bắt đầu từ 2008, đơn giản là ứng dụng 2.0 vào công việc quản trị. Các bạn chắc biết rõ hơn tôi về web 1.0 và 2.0 và biết sự khác biệt giữa 1.0 – tiếp nhận thông tin 1 chiều và 2.0 tăng tính tương tác.
Quản trị 2.0 tương tự:
– Đưa ứng dụng web 2.0 vào việc quản trị. Ví dụ mở các kênh tiếp nhận thông tin từ nhân viên qua blog công ty để lãnh đạo lắng nghe ý kiến nhân viên tốt hơn. Các lãnh đạo tự mở blog cá nhân để chia sẻ về suy nghĩ bản thân, truyền tải thông điệp lãnh đạo (ko nhất thiết trong công việc) để gần hơn với nhân viên và tiếp thu thông tin.
Hiện FPT đang có kênh 2.0 đặc trưng là: Chợ Dưa FSoft – chodua.com và FLI Blog: fli.fpt20.com, là kênh internet có thể truy cập. Còn các forum, mạng nội bộ khác chỉ dành cho nhân viên FPT. Đặc điểm ẩn danh cho phép nhiều người được nói thẳng nói thật ý kiến và cả các bức xúc của mình trong công việc hay comment thoải mái về các chính sách công ty mà ko sợ lộ mặt.
Những cái này có thể nhiều công ty đã áp dụng như “học thuật” hóa thì được gọi là quản trị 2.0.
Những thông tin khác bạn có thể đọc tại fli.fpt20.com hoặc chodua.com. Mời bạn vào trao đổi! Tks!

vanbich, FPT HR representative

Ông Trương Gia Bình nói về Visky 2.0

2. The position of the 2.0 characteristics

2a. Web 2.0 is about Communication. Is Enterprise 2.0 about Communication?

Basing on the comment from vanbich, the idea of FPT 2.0 is to provide channels and facilities for their employees to communicate with one another and with leaders.

At first, it seems sensible given light that a Web 2.0 product provides platforms for its users to communicate and share information with one another. And users do this with purposes.

Some examples of Web 2.0 products:

Product Effective communication channels Purpose of product creators Main purpose of users
WordPress
  • Entries
  • Comments
Provide a collaborative blogging platform Share & aggregate knowledge
Facebook
  • Walls
  • Media
  • Comments on most items
  • B2C: Public Profiles
  • …a few others…
  • Provide means for people to explore one another’s activities
  • Provide technical platform
Explore connections’ activities
MySpace
  • Verbal comments
  • Non-verbal expression through media and page styling
Provide means for people, especially artists, to show off their interests Express their ego
Twitter
  • Short messages
  • Provide viral platform
  • Provide technical platform
  • Viralize their contents
  • Quickly update their activities

How are “2.0 communication” and FPT’s explanation linked together?

It’s useful to map the idea:

Comparing Web 2.0 with Enterprise 2.0

Figure 1 – trying mapping web 2.0 product and enterprise 2.0: incorrect

While we see that the total scale of a Web 2.0 product is allow Communication, the total scale of an Enterprise is much larger than that. We want to revise the ‘conventional’ enterprise:

Classic Enterprise

Figure 2 – simplified model of a conventional enterprise

That is the full scale of an Enterprise. Communication plays an important role, but does not take up entirely its operations.

So how do we map it more precisely?

2b. Here is what I visual it: mapping between two 2.0 entities

Firstly, as we know that communication is the main activity of a Web 2.0 product, it is important to find out what is the main activity of an Enterprise. As from figure 2, the main activity of an enterprise is Production and/or Providing Services.

Secondly, it is important to characterize the style of communication in Web 2.0 products so that we can do the same on the style of production of an enterprise.

What best describes “multi-directional” and “decentralized”? It is autonomous. People in the 2.0 sphere communicate autonomously and are responsible for their behaviors.

Combining these two findings, here is what I propose the mapping between a Web 2.0 product and an Enterprise:

Comparing Web 2.0 with Enterprise 2.0

Figure 3 – mapping web 2.0 product and enterprise 2.0

At full scale, the applied 2.0 characteristics does not only involve open and partially anonymous communication, but reach the level of autonomy in production.

3. Some considerations

  1. It’s easier for startups than for an established company.
    Think about Google. It had been famous for its anti-corporate culture at the first days. As the company becomes mature, corporate issues start to emerge.
  2. Does the structure of the company make it reasonable to build autonomous teams/divisions?
  3. Does the culture of the company and the culture of the society make it reasonable to build autonomous teams/divisions?
  4. How ready are the employees, in terms of capability and mentality, to be autonomous?
  5. Autonomous, together with self-directed communication is not new. It traces back to 1970s and Motorola, Xerox, AT&T and so on. However, it might be new to Vietnam.

4. Some recommendations for FPT toward 2.0

  1. Select mature teams to build autonomy
  2. Delayer these teams
  3. Allow (sometimes dramatic) changes in structure, culture and mentality
  4. Allow (sometimes dramatic) changes in personnel management and resource allocation
  5. Treat this as on-going experiment

Benefits:

  1. Bring the “2.0 spirit” to the company as leaders desire
  2. Increase innovation
  3. Reduce cost, especially management overhead
  4. Reduce absenteeism
  5. Identify unofficial leaders of the teams in addition to the existing leadership training program

5. Summary

Changes in production characteristics, rather than sheerly in communication, reflect the full-scale shift within an Enterprise. Analyzing Web 2.0 characteristics leads us to autonomy. Whether and how FPT will implement it is interesting to observe. The implications of recommendations in this article go beyond social media, product management and technology companies to leadership generally.

6. Reflection

It has been challenging and exciting to write this. The excitement was how I can link seemingly scattered parts of my knowledge to form a cohesion piece of consultation – something I love doing. The great challenge lies in the idea of evaluating a big, established, known and loved company. Nevertheless, if I want to learn, first thing first, I must dare the keyboard discussion.

Technology As Innovator

By , July 12, 2008 2:16 am

Putting invention(s) to practice

Innovation

Re-organization: costs and risks

Traditional Progress vs. Innovation

Origins of Innovation

Supply-pushed Manufacturer Innovation

Formal R&D
Management Innovation

Individual Creativity - Managerial Vision - Organizational Innovation

Demand-led End-user Innovation

User Innovation

Technology As Innovator

Technological Innovation

Technology creates value

When the old economy has been saturated, technology comes in place

Business Innovation

A Commitment

Bridging technology and business

Types of Innovation

Yahoo! launched Yahoo! 360plus Vietnam

By , April 26, 2008 1:05 pm

Yahoo! 360plus Vietnam logo

Yahoo! just released Yahoo! 360plus Vietnam, the blogging platform-social networking hybrid that is expected to replace its Yahoo! 360.

The Vietnamese version is developed based on its HongKong counterpart, and many R&D activities are done in Singapore.

Additionally, Yahoo! is planning to open its office Vietnam, rather than managing remotely from Singapore like currently.

Overview functionalities

Generally, it takes current features of Yahoo! 360 and merge with functionalities that are common across many blogging platforms.

The server(s) is still located outside Vietnam.

No real innovation has been observed.

It’s worth mentioning that in recent years, Yahoo! has focused more on branding, while Google on products and Facebook on user experience. Result?

About Vietnam market.

There are now 20 million Internet users in Vietnam, most of whom are young people under 25.

The Vietnam market is the 5th largest market of Yahoo!

Vietnamese Internet users depend heavily on Yahoo! Messenger, Yahoo! Mail and Yahoo! 360. The number of Yahoo! 360 accounts is approximately 1 million, comparing with 4 millions users of this service worldwide.

Yahoo! is trying hard to maintain its user base and seek to acquire even more by launching its new platform.

Yahoo!’s competitors in Vietnam

Social networking

Facebook is increasingly spreading in the English-speaking, tech-savvy communities.

yobanbe from Vina Game

tamtay, a MySpace clone

Vietnamese cyworld

faceViet, a Facebook clone

Blogging

Some, frustrated with the buggy 360, have switched to other blogging platforms including blogger, opera, multiply. A small number of techies endorse WordPress

The local ngoisaoblog service

36 Reasons why people Word-of-Mouth

By , January 26, 2008 11:26 am

Lessons of Innovation

By , December 6, 2007 2:01 am

Innovation cube

  1. A big part of Innovation is about selling, not just inventing.
  2. Innovation needs brainstorming and brainstorming needs rules:
    • Defer judgment
    • Stand on shoulders of giants
    • One conversation at a time
    • Focus on the topic
    • Rational and wild
  3. Creativity is not innovation. Innovation is built upon creative assets.
  4. There is no clear path or clean solution. Get your hands dirty composing, editing, reviewing, developing it.
  5. Innovation occurs at the intersection of previously unconnected and unrelated planes of thought.
  6. Prototype a lot, fail often, and fail early.

Innovation and Strategic Growth

By , December 6, 2007 1:54 am

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