MARK EDWARD ATTEW
719 North Sierra Bonita Avenue
951-533-2944
Pasadena, California 91104
attew@earthlink.net
http://www.linkedin.com/in/markattew

February 5, 2012

Idealab
130 W. Union Street
Pasadena, CA 91103
tel 626-585-6900
fax 626-535-2701

Dear Bill,

As a near graduate from the master’s in leadership and management program from University of La Verne and with 14 years of experience in working as a technical project manager, writer and editor, I believe I have the skills needed to contribute to the success of Idealab (Ubermedia). I am writing to express my interest in the position of Project Manager because of my knowledge of your organization’s success in incubating successful companies time and again. 

Your Project Manager opening is an excellent match for my qualifications. http://www.idealab.com/about_idealab/careers_search.html and your internal and external customers will benefit from my strong customer-service orientation, expert problem-solving skills ...

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Can't underestimate the importance of good internal communication, collaboration and knowledge creation, capture, dissemination, availability and ability to allow organizational members to edit content at any time (while also retaining history and rollback capabilities). Successful organizations need tools like this to promote transparency and break down defensive silos that don't serve the organization.

 

http://www.socialtext.com/blog/

Heard of mixed results using this for Enterprise 2.0 product development. How are you using it and did it live up to your expectations?

 

Yammer : The Enterprise Social Network

www.yammer.com

 

As organizations continue to search for new ways to engage consumers in more interactive ways, many, if not all have begun to examine the opportunities presented by the growing popularity of social media.  As Kaplan and Haenlein (2010) point out, the popularity of social media tools such as Facebook have resulted in user registration counts exceeding the populations of entire countries in South America and Europe. Nail (2009) cites a 33% increase between 2007 and 2008 in the use of social media by consumers and suggests that organizations turn their focus to discovering which tools consumers are using the most and to create social media plans that focus on building strong mutual relationships.

Nail (2009) reveals that more and more organizations are creating social media marketing departments and positions such as “director of community” in an attempt to better understand the most effective methods in which to open lines of ...

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The emergence of social media as a tool for generating and sharing information has implications for how organizations communicate with their employees, stakeholders and customers.  Kaplan and Haenlein (2010) suggest that until the rise of social media, organizations were in a powerful position to control the information that was publicly available about them.  As Kaplan and Haenlin (2010) point out, the usual model in the 1990s involved the use of corporate homepages in which content was pushed in one direction from the organization to the recipient. However, Kaplan and Haenlin (2010) reveal that the Internet evolved into (or they might suggest returned to its roots as) a platform for the free-flow of information in which new tools facilitated a more social experience where content is pushed and pulled through two-way interaction.

In their study of the traditional systems and concepts of Knowledge Management (KM), Alavi and Leidner (2001) suggest that ...

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The ubiquity of computers, the Internet and Information Technology (IT) has created new opportunities and challenges for organizations to capture, store and deliver institutional knowledge to employees, partners and stakeholders on demand.  Jones (2010) labels the approach that organizations take to harness their informational assets as knowledge management and defines it as “a type of IT-enabled organizational relationship that has important implications for both organizational learning and decision making” (p. 346).  Hansen, Nohria and Tierney (1999) studied diverse organizations that had implemented knowledge management approaches and found that most used one or both of two strategies: codification and personalization.

The codification strategy as defined by Hansen et al. (1999) is achieved when “knowledge is carefully codified and stored in databases, where it can be easily accessed and used by anyone in the company” (p. 107). Hansen, Nohria and Tierney (1999) cite an example of the codification strategy through what they ...

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