Aquí tenéis un informe de IBM sobre mundos virtuales… que he encontrado en el blog BizDeans Talk titulado Gaming and Leadership Report. Studying management practices in online games
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Virtual Worlds, Real Leaders
Online games put the future of business leadership on display
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Management fads and business leadership books come and go. But the Internet, and the changes it is forcing upon business managers of all stripes, is here to stay. The days of closely knit teams working on long-term strategy in close quarters are gone, replaced by virtual teams that constantly reinvent the business in multiple time zones the world over. And the business world is in desperate need of a new model for leadership befitting the Internet Age. Fortunately there is already a window into this rapidly changing world. In the realm of online games, specifically massively multiplayer online role playing games (MMORPGs), leaders emerge that deftly navigate the motivational, emotional and social needs of their direct reports in a highly competitive, distributed, virtual environment. And there are many lessons to be learned. That’s why IBM partnered with Seriosity Inc., a software company that develops enterprise products and services inspired by online games, to study how leaders operate in these increasingly popular games. Together with experts from Stanford University and MIT, the team captured 50 hours of online game play, surveyed hundreds of gamers, and conducted several interviews of gaming leaders. The objective of the study was twofold: 1.) to better understand how successful leaders behave in online games and 2.) to learn what aspects of game environments leaders leverage to be more effective. The results are fascinating. Among other things, we learned that the transparent environments created in online games made leadership easier to assume. And that leadership in online games is more temporary and flexible than it is in the business world. And finally, online games give leaders the freedom to fail, and experiment with different approaches and techniques, something that any Fortune 500 company that hopes to innovate needs to understand. To learn more about the lessons that online games can teach the business leaders of tomorrow, read the GIO gaming report or order a hard copy of the report online. And to read what IBM has learned about its own internal gaming community, read the report from IBM’s Institute of Business Value. Fuente: [IBM, vía Biz Deans] The Global Human Capital Study 2008 . Informe de IBMnoviembre 27, 2007
Todos los días los ejecutivos de empresas se enfrentan a una serie de presiones, incluidos la volatilidad de los mercados, la competencia mundial, y la aparición de nuevos modelos de negocio. Se trata de obligar a las organizaciones para que respondan mejor a las necesidades de un mercado en evolución constante; más flexibles en la forma en que operan; más centrado en sus competencias básicas; más ágiles en la asociación, y más resistente a las amenazas externas. El éxito en cualquiera de estos ámbitos depende de la capacidad de la organización para desarrollar una mano de obra capaz de adaptarse a estos cambios. IBM entrevistó a más de 400 HR ejecutivos de las organizaciones de 40 países para saber cómo se están abordando estos problemas de trabajo. Nuestro análisis muestra que para tener éxito hoy y mañana en el mercado, hay esferas principales de concentración que requieren la atención inmediata no sólo de la función de recursos humanos, pero los altos ejecutivos en toda la organización. El informe destaca cómo hacer frente a estos objetivos clave pueden ayudar a transformar su trabajo y aprovechar sus resultados al siguiente nivel.
Fuente: [IBM] Mundos virtuales… a por Second Life!!: IBM y Sun MicrosystemMay 9, 2007Si tenemos clones de digg hasta en la sopa, nos esperan clones de Mundos virtuales (MOO), aunque algunos crean que los mundos virtuales nacieron con Second Life, nada más lejos de la realidad. Lo importante es ver como se establecen las estrategias de comunicación y educación internas en las empresas, algo que se olvida frecuentemente rentabilizar de una forma adecuada, que fomente la participación real. Claro, que a muchos les asusta dar participación a los trabajadores en el desarrollo comunicativo tanto interno como externo de la empresa. En fin, hoy traemos tres enlaces:
1) Sun Microsystems prepara un mundo virtual para negocios ; vía mundo virtual un interesante blog de periodista digital Según InformationWeek, Sun prepara un nuevo entorno virtual diseñado para permitir el trabajo colaborativo y está usando para ello toda la tecnología que tiene a su alcance. Tiene la intención de crear un espacio que pueda ser usado como oficina virtual, donde mostrar presentaciones, modificar hojas de cálculo o documentos, etc. 2) IBM Rolls Its Own Virtual World en clickable culture written by Tony Walsh
The IBM-created virtual world was spurred by «a desire to have a more secure intranet environment where [the team] can meet and explore the potential technology and social implications,» writes eightbar contributor Ian Hughes, adding that «We in the IQ team are certainly not trying to be Second Life. We are however using some of the elements of virtual presence, and examining the potential balance of content creation versus deployable content in a business context.» 3) Más allá de dos grandes empresas tomando posiciones, no podía faltar un artículo . En este caso de 1996 en cinemaspace.berkeley Fuente: [clickable culture y mundo virtual] tags: e-learning [art] It’s Who You Know .IBM. Redes Sociales y su aplicación en la empresaoctubre 31, 2006
This is the first article in a series on collaboration, which is fast becoming recognized as an essential, yet often hidden, ingredient in working efficiently and effectively. This series focuses on tools and methods that can demystify collaboration and help IBM’s clients harness its power.  This article introduces the major social network analysis concepts and their application to business problems. Six months after a management consulting firm lost a lucrative contract with a large financial institution, it learned that another internal group had worked on a project with the prospective client and had in-depth knowledge of its business operations. If that crucial knowledge had been shared, the outcome might have been different. This is just one example of the opportunities that large companies can miss if they fail to understand that success depends less on reporting structure and more on an informal web of contacts. In the past, companies that encountered a loss of business like the one above might conduct a survey and interview employees to discover what went wrong. Now, IBM’s On Demand Innovation Services is promoting an approach called social network analysis or SNA, which has been gaining currency among business consultants as an effective method for revealing the hidden connections that drive how work gets done. Beyond the organizational chart Kate Ehrlich is a researcher in the Cambridge user experience group where she conducts research and consults on collaboration using Social Network Analysis as part of the ODIS collaboration micropractice. Inga Carboni is pursuing her degree in organizational studies at Boston College. Her primary areas of academic interest are conflict, social networks, and interpersonal relationships. (leer más…) Fuente: [IBM] tags: e-learning |
IBM staffers have created their own metaverse, 
era-ser, haikus 