Informatik-Studierende der TUM blicken zuversichtlicher in die Zukunft als diejenigen anderer Universitäten. Und: Sie machen sich trotz Wirtschaftskrise keine Sorgen. Das zeigt die aktuelle Studie „Absolventenbarometer 2009“. Dazu befragte das trendence-Institut deutschlandweit 25.000 Studierende über ihre beruflichen Zukunftspläne und Erwartungen.

TUM-Informatik-Studierende heben sich von ihren Informatik-Kommilitonen an anderen Hochschulen noch in weiteren Punkten ab: So haben sie ihr bisheriges Bachelor- oder Grundstudium durchschnittlich mit einer besseren Note abgeschlossen. Wenn sie an ihre berufliche Tätigkeit nach dem Studium denken, bevorzugen sie vergleichsweise häufiger, Führungsaufgaben zu übernehmen und strategisch zu arbeiten. Außerdem möchten sie schneller durchstarten: Sie streben vermehrter einen direkten Einstieg ins Berufsleben an, anstatt mit einem Trainee-Programm zu beginnen. Sie sind auch bereit, mehr zu arbeiten. TUM-Studierende sind mit durchschnittlich 45,3 Wochenstunden leistungsbereiter als die anderer Hochschulen (43,6 Stunden).

Informatik-Studierende der TUM haben öfter eine berufliche Nebentätigkeit mit Bezug zum Studium, Praktikum sowie Studium im Ausland und engagieren sich mehr außerhalb der Universität. Zudem erwarten sie ein höheres Gehalt als Informatik-Studierende anderer Hochschulen und glauben auch, schneller einen Job zu finden.
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There's been some debate recently on whether Social CRM is part of the broader Enterprise 2.0 story. I try to answer the question and explore some of the latest thinking on social business and how it can help transform the customer relationship for real competitive advantage.

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Die Nachfrage nach IT-Experten ist in der Wirtschaftskrise stark zurückgegangen. Insgesamt wurden 35 Prozent weniger IT-Jobs per Stellenanzeige ausgeschrieben. (Studie)

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I recently posted on Enterprise 2.0 and Web Social Media in Operation in Haiti Relief. The post mentioned that the US military is using an Enterprise 2.0 style collaborative network to help coordinate its relief efforts in Haiti. The TISC (Transnational Information Sharing Cooperation) is a new iteration of APAN (the All Partners Access Network) which was developed by the Defense Department a few years ago. I recently spoke with Walton Smith who was involved in the development of APAN to get the details. First, I will cover how it works and then cover how it came into being and then its use in Haiti. We have been reading about the logistics troubles in Haiti but they might be even worse without the TISC. Haiti is the first activity of scale to use the system.

When you are determining ROI based on number of hospital beds filled and people who receive much needed food, the benefits take on a different meaning. The TISC concept is to help the US military better coordinate with NGOs and other countries when disaster strikes. The objective is to a create system that not only helps with particular disasters but also builds an archive of best practices, key people/organizations and useful information to better handle future needs, as well as a platform for efficient cooperation.

There are main components of the system: forums, wikis, chat and blogs. In the forums, people are able to ask questions (how to find experts, etc.) and make requests (can you help with this issue, etc.), as well as offer help or point out resources that others can draw on (e.g., available hospital beds or safe landing areas). The forum tags content and sets up a treaded dialog on the specific issues.  The chat tool allows for real time secure communications.  Then the content is organized and placed in a wiki for ease of retrieval. Finally, the best practices are abstracted and put into blogs to attract comments and be available for use in future disaster relief efforts.  In the future, there will be expert locators and profiles.

This version of APAN began two years ago when the US Pacific Command (PACOM) wanted to develop an online community for the free flow of information between validated people from the US military, NGOs and other countries.  Ty Wooldrige and Jerry Giles led the effort for PACOM. Booz Allen was asked to create the system with PACOM, and James Kaina and Tim Gramp are the Booz Allen leads.

The system was first tested on some small efforts. The support for mobile devices was strengthened. The US Southern Command asked the PACOM to provide an operational demonstration of the system. The PACOM team was in Miami for this demo when the Haiti earthquake struck. The Southern Command said to forget simply doing a demo and decided to put the system into real use to help with Haiti. Now APAN is providing real-time help, validating the concept and vision, gathering useful content, and the Haiti effort is providing a significant test of the system to make further improvements.

The US military was one of the early leaders in knowledge management and the use of after action reviews and lessons learned. It is nice to see it acting as one of the leaders in the use of Enterprise 2.0 concepts that take the vision of knowledge management significantly forward with new tools, transparency, and capabilities.

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Picture from Delta7.com

Did you laugh when you saw this? I did. I laughed because the picture tells the truth that we dare not speak about. That the only thing that keeps the formal organization going are the informal, unseen, human, social networks that both inhabit it and cross its boundaries.

What really lives and works today are social networks. But all the rules that are used in the traditional organization are based on the central metaphor that it is a machine and that people are merely components.

This is the disconnect that Jon and I wish to talk about in this new series on HR and IT.

There are many reasons why the old model is not a good one any more. The disconnect between the machine model and our humanity makes us ill.

This slide is taken for Marmot’s historic study of the UK Civil Service. (The Whitehall Study) What it shows is that our hierarchies kill us. The issue is control. Those in the lowest levels are 5 times more likely to die of Heart Disease than those on the far left, the Senior Leadership. High demands and low control cause our immune system to be compromised. The traditional organization is all about control. CHD is not the only outcome. At my old employer, a major bank, more than 60% of the women staff used anti depressants. We were typical.

We are miserable inside these kinds of organizations – if a better alternative arrives we will go there. Many of my kids age group, about 30, will not work in such places. They just can’t cope with the control.

These organizations cannot cope with change. And Change is all there is right now. We also know how unresponsive these organizations are to change. I was stunned to know this week that most governments in North America still use Word Perfect! This of course is tiny when compared to facing the challenges that confront us all.

There are new organizations based on natural models that are now at scale and making a difference in the world. They are now ready as a model, to be applied everywhere. You think I exaggerate? Let’s look at these numbers.

Skype has 500 million customers/users and only 600 staff. How many people work for your Telco?

Mozilla has about 350 million and so does Wikipedia. Mozilla has 375 staff and Wikipedia 30.

Back in 2007, Craigslist had the 7th highest number of page views of any web company. It had 23 on the payroll. Yahoo, the # 1 had 10,000. Time Warner #2 had 90,000. No wonder the newspapers lost the personals and the locals and could never get them back.

Here is one I bet you never thought of. It is the grandfather of the natural model – the first Chaord or as Jon might the first Wirearchic Organization.

Back in the 1990’s Visa International had 355 million users, 23,000 partners and operated in more than 200 countries but had only 3,000 employees. The NatWest at that time had 81,000 and B of A 91,000 and a fraction of the scale. Here is more current information

All these organizations are designed as natural networks. They use Group Forming as their value proposition.

In the next few weeks, we will talk about what is it about these natural network models that make them so effective? What are the new rules? Why does social media make so much sense in the network model? Why is it so hard to install any of this in the traditional model?

How can a traditional organization stand up to this? After all an artisan weaver could not stand up to the big mill. So once again, a better model will trump the lesser. The industrialization of the world took less than 50 years to be dominant. How long will it take for the natural model to supplant the mechanical?

Is this something that you should know about?

There will be a lot of pain along the way. Especially for those that get caught by the transition. But there is good news. I think that we are about to return to a world where mankind is no longer separated by his tools and processes from nature but is in fact ironically taken home by his new tool set. The plow took us to a cold inhuman and unnatural machine world – the internet and the metaphor that it embodies will return us home. Home to a world where we live again inside the metaphor and rules  of nature herself.

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