However, I would err on the side that everyone should take on responsibility of organizing their own digital life. By that I mean in email you’re really a passive player because you’re not in control what gets pushed to you, especially if you were a CC; that’s the most challenging question. Should I answer or should I not answer? Should I reply or not reply at all? A lot of those challenging decisions.
In the social networking for business you can choose to follow a lot of things. Now then, with what we call tasks, we can also push things around, so push and pull always there. The only difference is there would be more pull than push, whereas in email everything is just push. But here you can choose to follow, which means you can pull and so you already are doing filtering anyway. If you’re only involved in these three projects, or you’re an expert in those ten areas, you can advertise yourself or follow those things, such that only things get notified to you, for example.
And once you get that, there may still be a lot, okay, but first of all you’re already in control, and secondly once you get on there, of course, then you should be able to filter even further. You can say “show me only what’s happened in the last 24 hours” or “what are due for me in the last three days”. There’s another side of that which is then provide better monitoring, better dashboarding, meaning “what exactly is the result?”, “how many tasks I should get completed on time?” You know, you have no idea in email: how many activities have you actually accomplished?; what are – what’s the score relative to everyone else?; how popular are these?; how connected you are to the rest of the organization, or to your customer?
Those are types of questions, to me as CEO, are extremely valuable, so we need to form a new set of KPIs based on these things. We call it CAP: Connectivity, Activity and Popularity. That to me is a lot more valuable than the traditional KPI that, to me,… we’ve done all that in the last 30 years. A lot of traditional KPIs is really very, very easy to manipulate, because no managers will want their own department to look bad, right? So the greater and the […] are actually… there’s a kind of conflict of interests, and as a result one should highly be suspicious of the actual result all the time, whereas in this world where everything is based on actual performance you cannot make it up, whether you’ve done it or you haven’t done. How connected you are, or how what rating you get, is very real and very live and very there. You cannot make it up.
That to me from a HR standpoint is a lot more valuable in understanding what a person is doing and how much value he’s bringing to the company, than doing those kind of made up metrics in my view, at least now.