The following is Part 1 of a series on today's announcement by Cisco . What is driving Cisco into the collaboration market? There are many reasons driving Cisco in this direction (revenue opportunities, growth needs, and customer demand). Cisco believes that the collaboration market is in transition – that there are structural changes This should come as no surprise to market followers or competitors – Cisco is a company that strongly believes that its ability to grow and innovate is dependent on how well it: · Understands the emergence and evolution

Remember the blog post I put together a few days back highlighting a superb video interview with John Chambers , CEO of Cisco Systems , talking about The Power of Collaborating Innovation ? Once again, it is John Chambers, CEO of Cisco Systems, talking about Teamwork and Collaboration , where he admits to having made a couple of mistakes, learned from them, changed the company’s business strategy to transition from that command and control structure into one much more collaborative and teamwork related and start seeing the benefits right away! Well, I am back again with plenty more!

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In the recent past, you would remember I have been putting together a number of different blog posts on various video interviews that John Chambers , CEO of Cisco Systems , has been doing at several events where he has been sharing some further insights on the future of collaboration, knowledge sharing and, specially, Enterprise 2.0 So I thought I would go ahead and share with you folks another interesting video interview I bumped into from another executive at Cisco Systems. or Social Computing within the corporate world and beyond. Check out the YouTube video "

The following is Part 4 of a series on today's announcement by Cisco . Is Cisco’s Vision Holistic Enough? While Cisco does a very good job of navigating market transitions and managing its efforts to move into market adjacencies, that does not mean that it has “perfect knowledge”. Cisco may think it knows the borders of a market in which the borders The collaboration market is not well defined. Some strategists include content management, search, portal, and Enterprise 2.0

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I have long admired John Chambers, the CEO of Cisco. In my various readings of Cisco, I have observed how Mr. Chambers has been able to produce a strong culture of customer satisfaction at Cisco.  In my personal interactions with those working at Cisco, I have found Cisco’s employees (including executives) to be extremely helpful and willing to spare their time to hear you out and share their knowledge. I believe a lot of credit for creating this cooperative and customer-oriented culture goes to Mr.

Corporate social networking is just as essential as any other business process, knowledge sharing or collaborative tool available out there to help improve the productivity of your knowledge workers. Throughout all of that time I have come to the conclusion that without social software becoming available within the corporate environment we wouldn’t been been very much involved any longer with such key and important disciplines as knowledge sharing, nor collaboration. After the wonderful Lotusphere Comes to You 2009 events (in both Madrid & Barcelona) from last week and after taking a couple of days off to enjoy thoroughly both cities, it is time to return back home and, with that, back into my usual and regular blogging activities.

This Inside Knowledge Prediction Markets Masterclass (co-authored with colleague Victoria Axelrod) describes the prediction market landscape in markets to tap grassroots employee knowledge for forecasting, and in support companies from Google to Best Buy, Cisco Systems, GE Healthcare, General Mills, Qualcomm and ArcelorMittal, is A small and really smart group of people convened by John Maloney Maloney (at the Gleacher Executive Center in Chicago), on November 6 to explore

In my mind knowledge doesn’t come in packets off a shelf; it’s a dance. It’s not about knowledge sharing, it’s about engagment and context! Informal information management and knowledge management are not the same I want to harp on about context for a final installement, My last couple of posts have been about how important context is in KM. Without connecting to people, conversing and re-contextualising we are not really doing KM.