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Your organization’s policies don’t allow you to share with these users. Without enabling external sharing at tenant level if you will try to share to external users at site collection then you will receive the error: your organization’s policies don’t allow you to share with these users. Nov 17, 2021 Most organizations don’t understand third party cyber risks: survey. Organizations have a large blind spot to cyber risks arising from third parties and their supply chains, according to a new.

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“If you select correctly, you don’t have to do more training.” There are two problems with this reason/excuse: many organizations select based on technical skill or knowledge, rather than leadership skill, and leadership requires a complex set of skills that can’t be mastered quickly.

  • 1. ORGANIZATIONS DONT TWEETPEOPLE DO EUAN SEMPLE 1 ORGANIZATIONS EpE r R a te DONT FeCh TWEET PEOPLE DO EUAN SEMPLE A MANAGERS GUIDE TO THE SOCIAL WEB Euan is one of the top thinkers in the world about how the web ACTUALLY works, as opposed to how the trendy guru types like to PRETEND it works. Read everything hes written, is my advice. Hugh MacLeod, Cartoonist, Author of Ignore Everybody and Evil Plans
  • 2. MAKING THE WEB WORK AT WORKOrganizations Dont TweetPeople Do will inspireindividuals to see the social web as not only somethingthey can engage in, but also something that will make areal difference in their work lives.This book offers practical advice, insight and inspirationfor managers in all sorts of organizations, fromgovernments to multi-nationals, on how the use of the weband social tools can help them to do their jobs.
  • 3. Please feel free to post this ORGANIZATIONS DONT TWEET PEOPLE DO sampler on your blog or website, or email it to anyone you think would enjoy it! Thank you.Extracted from Organizations Dont Tweet, People Do - A Managers Guide to the Social Web published in 2012 by John Wiley & Sons, The Atrium, Southern Gate, Chichester, WestSussex, PO19 8SQ. UK. Phone +44(0)1243 779777Copyright 2012 Euan SempleAll Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying,recording, scanning or otherwise, except under the terms of the Copyright, Designs and Patents Act 1988 or under the terms of a licence issued by the Copyright Licensing Agency, 90Tottenham Court Road, London, W1T 4LP, UK, without the permission in writing of the Publisher. Requests to the Publisher should be addressed to the Permissions Department, John Wiley& Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, England, or emailed to [email protected]
  • 4. ORGANIZATIONS DONT TWEETPEOPLE DO EUAN SEMPLE 4 WE ALL NEED TO GROW UP We are used to thinking of the world in terms of mass. Big things like nation states, religions, society, the media. We are used to expecting those big things to look after us and protect us. But the Internet splits those up and breaks them apart. It is made up of networks of individuals, each with their own voice. If we are going to survive the changes we need to see in our institutions we need to help them find that voice. We need to help them grow up.
  • 5. ORGANIZATIONS DONT TWEETPEOPLE DO EUAN SEMPLE 5 T here is something inherently personal about the social tools we will be talking about in this book. From the early days of blogging, when there was much talk of authenticity and finding your voice, to the amazing openness and transparency being exhibited in Facebook by unbelievable numbers of people, the emphasis has been on the individual and their particular take on the world around them. This is the first time that we have each had our own capacity to broadcast our ideas on a global scale in this way and for virtually no cost. The patterns we are seeing in our use of the Internet are all part of the ongoing and inevitable ebb and flow of power between the individual and society. Whether it is the state, or the multinational corporation, or the churches of our major religions between which there are more similarities than most people like to admit how we relate to the large and powerful bodies that influence so much of our lives is what is at stake here. Your IT department is locking down access to Facebook and the state attempting to legislate to protect us from ourselves. There is a seemingly inevitable tendency for those in power to want to close things down and wield authority to maintain the status quo. At the same time individuals, of whatever political or even religious persuasion, embrace the ability the web gives them to have a voice. We All Need to Grow Up
  • 6. ORGANIZATIONS DONT TWEETPEOPLE DO EUAN SEMPLE 6 There has been nothing like this since the printing press and its impact will be on a similar scale. The printing press, and the easy access to ideas that it enabled, fuelled the Reformation in Europe and this was driven by the desire to be able to read the Bible in languages other than the official Latin. The church went to the extreme of burning people in their attempts to resist this process so we can be pretty sure it was as much about power as it was about piety. The courage of those who embraced this new freedom to think for themselves ultimately led to the Enlightenment and to our modern world view. If, as many of us believe, the web is taking us on the next step in this journey of self- expression and self-determination, where we are even cutting out the publishers of our words, its likely that it will have the same profound long-term effect on our culture and our philosophies as did the printing press. The alternatives to maintaining the familiar structures and behaviours of modern society are portrayed as beyond the pale. Words like chaos and anarchy are used to create the impression that without the grown-ups looking after us catastrophe would inevitably ensue. In the world of work, fitting in with corporate culture is seen as necessary and anyone straying too far from the norm is soon pulled back. Thinking too much is seen as a bad thing in many workplaces and having ideas above your station a frequent admonishment. I am not pretending that people dont behave badly or that companies We All Need to Grow Up
  • 7. ORGANIZATIONS DONT TWEETPEOPLE DO EUAN SEMPLE 7 dont have to manage their relationships with customers and stakeholders carefully, but in doing so they severely limit what is possible. Will chaos really ensue if we dont keep a lid on things? Is this only true because we have been trained to act like children and expect others to make our decisions for us? There is always a tendency to blame the sins of the previous generation on the behaviour of the new one. Whether it is television, rock and roll, or the Internet, it is all too easy to demonize the new and unfamiliar and to blame it for societys ills. Those in authority are prone to knee-jerk reactions when things go wrong to blame what is only understood by a minority and to prey on the fears of the majority. We see this in corporations paranoia about Facebook and governments blaming social tools for upheavals in society. But they are all just tools. Tools used by people to do things they care about. If we are not happy with what we are using those tools for then we need to think hard about what we deem important. We will only be able to take full advantage of the networked world if we grow up, think for ourselves, and take responsibility for our lives and our actions. I am not nave. I know that, at least to begin with, truly thinking for yourself and saying what you think with any degree of authenticity is a big ask. It may never happen for many people. There may just We All Need to Grow Up

By M. Dana Baldwin, Senior Consultant

Organizations Don' T Tweet People Do Pdf free. download full

Why don’t some organizations do strategic planning? Great question, because a surprising number of companies do not actually put together a written plan of where they want to go. Why don’t they plan? There are a variety of reasons, and we will explore some of them.

Some feel planning is superfluous. Their perception is that the world changes too fast for planning to be effective, so they simply fly by the seat of their pants and try to do the best they can with what they have. The plain truth is that if they would do a decent job of developing strategies for their future course and direction, they would have a base from which to work when the world changes course. By having a sound starting point and knowing where they intended to take the company, any changes could be more easily discerned and they would have a sound basis for analysis to determine what, if anything, they would need to modify in their strategic plan to accommodate the new reality.

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Others feel strategic planning is for big business only. This misconception arises from one of two sources: first, the feeling that they are too small to be able to influence their future, and, second, they often think they know enough about their business and their market place that planning isn’t needed. I would submit both of these thoughts are misguided. No business is too small to do some formal planning of where the business should be headed, because without a plan, it is too easily pushed around by both competitors and customers. Focus on what should be done can be lost by the constant barrage of input from outsiders (customers and competitors) with the result that, unless one is extremely careful and resolute, the course and direction of the company can be taken off the sweet spot into areas where the company is less strong and more vulnerable.

Some think strategic planning is too time-consuming. Anything worth doing is worth doing well, and planning the future of your organization is worth the investment of time and money to do it well. How many days last year did you devote to planning your family vacation? Some, of course, will say very few, as they went to a cottage or a familiar resort that really didn’t involve much need for planning. But for those who took a trip, either driving or flying, stayed at a series of hotels or resorts, went to a national park or a theme park, there often can be quite a few days spent planning the whole trip. Isn’t planning where your business should go be at least as important as planning a vacation? Yet many feel it takes too much time. A well-structured, methodical approach like our Simplified Strategic Planning gives great, actionable results and only requires about 5.6% of your time the first year and only about 3% per year after that. The quality of the plan and the execution of the objectives should pay you back many times the modest cost of doing the actual planning. If you are not doing a good job of strategic planning or if you don’t currently actually do strategic planning, go to our website: to see what you can gain by implementing an effective planning process. If you want to explore strategic planning further, please consider attending our acclaimed seminar: Simplified Strategic Planning where you will learn the benefits and the processes of implementing a good strategic plan for your business. For more information, click here.

Interested in more ways to improve your strategic planning process? Download a complimentary copy of our Strategic Planning Tune-up book by clicking on Tune-up.

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M. Dana Baldwin is a Senior Consultant with Center for Simplified Strategic Planning, Inc. He can be reached by email at: [email protected]

© Copyright 2014 by Center for Simplified Strategic Planning, Inc., Ann Arbor, MI — Reprint permission granted with full attribution.