• Does Private SaaS Make Any Sense?

  In order to capture the enterprise markets, some of the vendors are shifting towards a Private SaaS approach.

  This brings into focus the very definition of Private SaaS itself. I would like to offer the following simple definition but it is bound to get many pundits worked up.

  tags: saas, privatesaas, cloudcomputing, privatecloud

• Networked community management

  Online work team environments do not and cannot have this level of complexity or work would not get done in the manner that those paying for it would like. The work may be complicated but there are rules, boundaries and processes. Work groups need managers who can direct activities in order to achieve goals. This type of work is collaborative.

  tags: workgroups, communities, processes, rules, collaboration, cooperation, complexity, networks, communitymanagement

• Social Support: Are Companies Teaching Customers To Yell At Their Friends?

  Three Opportunities For Companies To Evolve Customer Support
  This isn’t just about rise of social tools, in fact, customers have had bad experiences before. The difference? Their voices were just limited to those they could tell in physical proximity. Rather than think of this as a threat, companies should see this as three distinct opportunities:

  tags: socialcrm, customersupport, customers, socialsupport

• Simple Definition of Enterprise 2.0

  “Enterprise 2.0 is about applications where business value is determined through the contributions of participants.”

  tags: enterprise2.0, definition, businessvalue, contribution, participation

• Enterprise 2.0 Demystified

  In my experience the word “social” has always presented problems in the enterprise. Management exposed to the philosophies of 2.0 thinking, aren’t keen to encourage socializing in the enterprise, but are very willing to improve working. I saw a similar post by Chris Yeh on this theme. Also, we had a good chat internally in the Council about the meme wars, and members expressed their frustration in a wholesale change to the labeling of the sector. It will cause practical disruption and well as introduce confusion at a time when many in the organization were just starting to “get it.”

  tags: enterprise2.0, socialization, work, adoption

• Stratégie dans une entreprise 2.0

  tags: enterprise2.0, strategy, SWOT, projectmanagement

• What Social CRM means for the IT Department

  Though the theme of today’s meeting is “Is Social CRM for Real?”, I suspect that many of the people at today’s meeting will actually be thinking “What exactly is Social CRM and what does it mean to me?” Of course this question has been asked and answered in a number of blog posts by various members of the SCRM community, but the perspective of the IT department has been largely ignored. So in preparation for today’s meeting I thought I’d take a pass at trying to explain what Social CRM means from an IT department perspective.

  tags: socialcrm, IT, ITdepartment, reengineering, socialmedia, crm, customerengagement, enterprise2.0, customers, saas

  • From a business systems point of view, becoming a socially-driven business requires that you re-think and re-engineer your business systems and processes in order to take advantage of Web-based social tools, technologies, and concepts.
  • With Enterprise 2.0 tools the asset being leveraged is employees. With Social CRM the asset being leveraged is the customer.
  • For Social CRM that means the Web. Whether you call it SaaS, On Demand, vendor-managed appliances, or Cloud Computing, you should expect that the tools and technologies for enabling SCRM will be available exclusively on these deployment platforms

• Adidas’ Internal Communication Team on Enterprise 2.0

  A nice updated slideshow of Adidas’ Christian Kuhna on their implementation approaches and lessons learned.

  tags: adidas, socialsoftware, enterprise2.0, communication, internalcommunication, casestudies, socialmedia, implementation

• Online Database of Social Media Policies

  tags: socialmedia, governance, policy

• The Social CRM Virtuous Cycle

  In this installment of our Social CRM Blog Series, we’ll be turning from “Why” you should be looking at Social CRM to “How” you should think about it for your own organization. For that purpose, Helpstream developed a concept to help visualize this process—we call the Social CRM Virtuous Cycle:

  tags: socialcrm, customers, customerservice, sales, marketing, leadgeneration, awareness

  • Listening is an essential skill for every business function, and Social CRM gives you an unprecedented opportunity to hear what’s being said—both within your own customer community and throughout the broader Web through social monitoring tools
  • Getting the word out is always high on the marketing agenda—Social CRM is a helpful vehicle for doing this. Word-of-mouth begins with your customers. It is important to make sure your marketing is delivering the right words to the right mouths;
  • Find a role for other Influencers and interested parties to play in your community. Invite them to join your conversations. Make sure you have discussions and content available that will appeal to those audiences. A proper social platform will give you all the tools you need to create a personalized experience that differs for customers, prospects, influencers and even competitors and naysayers—now you can minimize the downside and maximize the upsides
  • Once you’ve got leads visiting your community, it’s time to look for opportunities to close. A properly configured Social CRM system and platform will have afforded you the ability to nurture the leads until they’re ready to be sold to.
  • Aside from awareness, sales benefits from the three “R”s that communities can readily offer:  references, referrals and repeat business.

• The Attention Question in Social Business

  Enterprise 2.0 (and Web 2.0 in general) is a great example of technology increasing the efficiency of the consumption of a resource. By being social we are creating more efficient and useful filters and information sharing capabilities. Whether it is expertise location on an internal social network or the ease with which we can share family photos, we have more efficient ways than ever to interact with large groups of people.

  tags: resources, attention, enterprise2.0, connections, socialnetworks, socialcomputing, socialnetworking

  • We need to stop designing tools and platforms which are simply meant to allow people to connect, share and collaborate more. In doing this we are being incredibly irresponsible with the resource we value most
  • It is only by creating more efficient ways for workers to do the job they are expected to do that we can create the space and time they need in order to create emergent outcomes.

• Social IT leadership

  Social IT leadership is leadership that is exercised through the organization’s internal social media (Enterprise 2.0) and used to spread visions, provide feedback, develop and communicate organizational culture, and motivate knowledge workers for knowledge sharing and to work together across organizational structures. The leadership has a social and relational character, and use social mechanisms to help in the execution.

  tags: IT, socialleadership, leadership, socialsoftware, behaviors

  • A Social IT leaders’ most important function will be to facilitate common knowledge created and open network among the employees. This implies a shift of the information’s power center, which previously has been within the management, to the employees. This will require a change of culture, for both the employees and the managers in an implementation phas
  • Knowledge on how to develop networks and engages to knowledge creation will be a key competence. Moreover, the leader must be conscious of own behavior on the sites. By using the platform the leader will be able to consciously exercise a leadership that encourages, engages, involves, and not least creates knowledge among the employees

Posted from Diigo. The rest of my favorite links are here.

• How to build an online community

  tags: communities, communitymanagement, onlinecommunities, communitybuilding

• Role of social software and networks in knowledge management

  Social software provides an answer to the ‘why’ question. It is a means of giving people what they want in terms of their traditional knowledge management activities, in a way that also benefits the firm.

  tags: socialmedia, knowledgemanagement, contribution, networks, socialnetworks

• Going beyond the hype: Identifying Enterprise 2.0 best practices

  Those trying to read the tea leaves about Enterprise 2.0 these days can see that the software at least has arrived in a bare majority of companies, even if it’s just Facebook or Twitter across the firewall. Genuine adoption and meaningful integration into business processes has certainly happened in a number of organizations, but is still the edge case today rather than the rule. That’s not to say the current case studies aren’t reporting gains, they generally are. But the message here is that many enterprises are now actively in full contact with the social computing world, whether they want to or not, and now it’s time to understand how to deal with the benefits and issues.

  tags: enterprise2.0, adoption, socialcomputing, framework, bestpractices, communitymanagement, costs, trust, risk, bottomup, topdown, control

• Understanding Users of Social Networks

  If the ongoing social networking revolution has you scratching your head and asking, “Why do people spend time on this?” and “How can my company benefit from the social network revolution?” you’ve got a lot in common with Harvard Business School professor Mikolaj Jan Piskorski

  tags: socialnetworks, usages, socialmedia, socialstrategy, strategy, networks, offlinenetworks, marketing

  • “Online social networks are most useful when they address real failures in the operation of offline networks,” says Piskorski.
  • Corporate marketers by and large struggle with how to use social networking sites to reach potential customers, says Piskorski, who advises companies on this subject. The problem is that execs think of online social networks as social media and treat it as another channel to get people to click through to a site.
  • “To be successful, you need to shift your mindset from social media to social strategy,”
  • I see (businesses) saying, ‘Let’s talk to people on Twitter or let’s have a Facebook page or let’s advertise.’ And these are good first steps but they are nowhere close to a social strategy

• 2020 Social Position Paper Social Business Strategy

  tags: socialbusiness, socialbusinessstratregy, strategy, socialcrm, customers, clients, innovation, marketing, alignment, operations

• L’assureur Chubb cueille les idées de ses employés et s’offre un pipeline d’innovations

  L’assureur américain Chubb Group of Insurance correspondait sans aucun doute, récemment, à cette lugubre description. Voici quelques mois, cependant, le groupe s’est lancé dans une nouvelle expérience, raconte le magazine Rick & Insurance, visant à insuffler durablement un esprit d’innovation dans toutes les strates de l’organisation.

  tags: chubb, innovation, crowdsourcing, openinnovation

  • Trente jour après l’installation de la plate-forme en ligne, l’assureur avait récolté 607 idées.

    « Certaines de ces idées tenaient sur un email de trois paragraphes, rapporte l’article de R&I. D’autres idées étaient bien plus longuement développées. Elles renvoyaient à des documents annotés des commentaires. Nous en sommes sûr: beaucoup de ces idées vivotaient depuis de nombreuses années dans le cerveau de certains employés. Ils voulaient les soumettre mais ils n’avait personne pour les entendre et nul par où les exprimer. Elles étaient perdues… »

  • « Je sais que je peux partir d’une graine d’idée et, en trois mois, bâtir tout un business plan. Et je dispose des fonds pour soutenir la mise en oeuvre. De la sorte, je suis armé pour devancer n’importe qui« , précise Jon Bidwell, Chief Innovation Officer de Chubb Group of Insurance, à R&I.

• Portrait of a social intranet

  During our Insight Event last week, Steve Perry (Head of Knowledge and Business Development Systems) discussed Freshfields’ new social intranet and the changing shape of business processes in the firm through the use of social tools. These are my notes from Steve’s talk along with his presentation.

  tags: socialintranet, intranet2.0

• Adoption of social tools in Clifford Chance

  During our Insight Event last week, Sam Dimond (Director of Knowledge Systems) outlined his thoughts on how to get started with social tools, drawing from his experience of the adoption of blogs and wikis in Clifford Chance.

  tags: enterprise2.0, cliffordchance, adoption, implementation, email, collaboration, wiki

• Top-down and Bottom-up Project Management: Leveraging the Advantages of the Two Approaches

  Significant changes are taking place in management and especially project management today. We hear that organizations, like the New York Times, Tribune Co., Ernst & Young switched from the so-called top-down management style to bottom-up management. Others, including some of the world’s biggest corporations, such as Toyota and IBM, implemented bottom-up management style elements in some of their departments. The popularity of the bottom-up approach to management is growing. In spite of this fact, the discussions about the two major approaches are still hot. Why have organizations become so anxious about changing their management style? If we compare the two management approaches, the answer to this question will be clear.

  tags: projectmanagement, topdown, bottomup, management, project, participation, collaboration, enterprise2.0, projectmanagement2.0, collectiveintelligence

  • . Team members are invited to participate in every step of the management process. The decision on a course of action is taken by the whole team. Bottom-up style allows managers to communicate goals and value, e.g. through milestone planning. Then team members are encouraged to develop personal to-do lists with the steps necessary to reach the milestones on their own.
  • These methods include are Enterprise 2.0 technologies – wikis, blogs, social networks, collaboration tools, etc. They come into organizations and change the original way of executing projects. They turn traditional project management into Project Management 2.0 and bring new patterns of collaboration, which are based on collective intelligence. Collective intelligence is a collection of valuable knowledge from different fields that each project team member is an expert in. This knowledge is now successfully collected and shared shared in a flexible, collaborative environment brought by second-generation project management software. The project manager is the one to conduct the work of his team and choose the right direction for the project development, based on the information received from the individual employees.

• Creating Enterprise Information Architecture at Océ

  This is the third in a series of interviews with Samuel Driessen, Information Architect at Océ, about their Enterprise 2.0 implementation and adoption experiences.

  tags: océ, implementation, informationarchitecture, information, informationmanagement, structuredinformation, unstructuredinformation, integration

  • The information architecture is the glue that bonds business and IT components and it looks at both structured and unstructured information. The unstructured information can give context to the structured information.
  • In the past Océ could clearly distinguish the tools R&D and Manufacturing & Logistics (M&L) use. Only when data was transferred from R&D tools to M&L tools a joint responsibility existed. However, this led to silos and inefficiency. Now M&L needs more access, commitment and collaboration from R&D to be able to organize M&L in such a way to reduce such factors as lead time. There is a common product cycle management tool to help with this.

• Capacity for change

  Why do some companies succeed at transformation while others fail? Is it the methods they choose, such as lean manufacturing, Six Sigma and business process reengineering? Maybe it’s that old bugaboo, a lack of “leadership commitment.” If so, then why has no one come up with a way to measure, predict or replicate the critical factors that make transformations succeed?

  tags: change, transformation, leadership, complexity, people, ATKearney

• How Gen Y & Boomers Will Reshape Your Agenda

  Your oldest and youngest talent cohorts demand many of the same things in a workplace—and have the numbers to get their way.

  tags: generationy, babyboomers

  • More important, Boomers and Gen
    Ys are together redefining what constitutes a great place to work. As we
    will show, they tend to share many attitudes and behaviors that set them
    apart from other generations. These shared preferences constitute a new
    center of gravity for human resources management.

• The Hierarchy Of Digital Distractions

  tags: digitaldistraction, distraction, attention, socialmedia

• Forget Gen Y: Gen X is Making Real Change

  Sometimes even the best researchers forget that the answer you get depends entirely on who you ask. A new Forrester survey of 2,000 information workers has revealed that despite the hype, it’s not Gen Y that’s getting business to adopt collaborative technology. Gen X, those who are 30-43, are the ones leading the charge for social computing.

  tags: humanresources, generationx, generationy, adoption, influence, socialmedia

  • Forrester’s analysis is that despite their different view of technology, Gen Y, Millennials, or whatever you want to call those 29 and under, don’t yet have the clout within organizations to make real change.
  • Even if Gen Y was significantly better at using social software, it wouldn’t matter at this point. Obviously younger employees will increase their stature within organizations as the years pass. But the idea of Millennials at the vanguard of innovation in the enterprise is a myth

• The Front End Of Innovation Challenge

  In my talks with innovation leaders on this, the issues evolve around the funnel system and stage-gate like models; how to identify the ideas and get them from one stage to the next. Another key issue is how you organize for this. It is my experience that companies often make a couple of mistakes on this. They are:

  tags: innovation, processes, openinnovation, ideas, ideasmanagement

  • 1. Too much focus on internal sources
  • 2. Too much focus on ideas and too little on processes and people
  • 3. No filtering process in place
  • 4. Processes are too complex

• Cycle de vie des communautés

  Le modèle du KWC (Knowledge Workers Community) propose 4 phases dans le cycle de vie d’une communauté. Cela signifie, dans le cas d’une communauté de connaissance ou d’une communauté d’intérêt, qu’il ne suffit absolument pas de créer un outil et d’auto-déclarer une communauté, mais bien d’organiser des rencontres pour aller vers une phase de formalisation, qui elle même repose sur des échanges

  tags: communities, KWN, knowledgeworkers, communitiesofinterest

  • Là ou la communauté de pratique va concevoir la veille (étape 3) comme une phase intermédiaire (phase 3) au service de la constitution de communauté, dans la communauté marketing la veille est  l’objet de la communauté.
  • Là ou la communauté de pratique va concevoir la veille (étape 3) comme une phase intermédiaire (phase 3) au service de la constitution de communauté, dans la communauté marketing la veille est  l’objet de la communauté.
  • Là ou la communauté de pratique va concevoir la veille (étape 3) comme une phase intermédiaire (phase 3) au service de la constitution de communauté, dans la communauté marketing la veille est  l’objet de la communauté.
  • Là ou la communauté de pratique va concevoir la veille (étape 3) comme une phase intermédiaire (phase 3) au service de la constitution de communauté, dans la communauté marketing la veille est  l’objet de la communauté.
  • Là ou la communauté de pratique va concevoir la veille (étape 3) comme une phase intermédiaire (phase 3) au service de la constitution de communauté, dans la communauté marketing la veille est  l’objet de la communauté.
  • Là ou la communauté de pratique va concevoir la veille (étape 3) comme une phase intermédiaire (phase 3) au service de la constitution de communauté, dans la communauté marketing la veille est  l’objet de la communauté.

  • Là ou la communauté de pratique va concevoir la veille (étape 3) comme une phase intermédiaire (phase 3) au service de la constitution de communauté, dans la communauté marketing la veille est  l’objet de la communauté.

Posted from Diigo. The rest of my favorite links are here.