• « “Recovery will not be restoration of the pre-recession market. Trying to get back to where we were will be like chasing a red herring,” said Jean Martin, executive director of the Corporate Leadership Council of the Corporate Executive Board, a global business research network »

    tags: organization, recession, recovery, information, risk, riskmanagement, talents, talentmanagement, customers

    • A shift in consumer buying behavior will require sales teams to revisit old assumptions about customers and their needs.
    • There is a need for companies to have more agile risk management strategies.
    • Today, 40 percent of the most valuable information created by employees (largely through social media) is out of reach of corporate IT systems.
    • Eighty-six more employees than last year said that their talents or interests didn’t match their jobs
    • Companies have spent too much time trying to document risks and not enough time figuring out how to handle them.
  • tags: army, wiki, bundeswehr, pdca, quality, change, changemanagement, casestudies

  • « In fact, Ill go further: The €˜Its the early days’ argument just doesn’t stand up. No different from the plethora of consumer services that we all use (Twitter et al), first impressions are lasting impressions in the enterprise setting as well. As participants, we make up our minds very early about the usefulness of a program, technology or service. And so if intent, incentive, context and usability are not hard coded into the effort from the get go, its never going to have the required street credibility, no matter how much time and money you throw at adoption. « 

    tags: enterprise2.0, process, adoption, businessprocess

    • The problem is that, in the context of E2.0, there’s little discussion around performance objectives where social computing constructs and technologies can move the needle on discrete but large scale business solutions
    • Following that we ran sessions that addressed delivering tangible value in the context of known functions and processes in the enterprise: purpose driven collaboration, reducing customer support costs via social concepts and improving product innovation via social concepts. No tools, no features and frankly no adoption. Just performance acceleration via strategic process and performance alignment €“ topics that are central to the consulting work that Oliver and I are involved in and frankly those that need to dominate the discussion around Enterprise 2.0 (detailed below).
    • The moment of truth is about to hit this category over the next 12 months where executives are going to ask the hard questions about the applicability of these constructs and technologies to performance acceleration and to alignment with discrete business goals. Anything but a succinct answer that involves the right balance social + process and the estimated switching cost will result in E2.0 being tragically (and wrongly) regarded as yet another example of Micky Mouse technology that belongs on a server under someone desk, if at all.
  • « In this post, I want to describe what I saw at the conference, what I believe to be the missing components of the full Enterprise 2.0 picture, and also discuss how becoming « Driven to Perform » by understanding Strategy-Driven Execution is the best way to justify the value of Enterprise 2.0 in your organization.
    « 

    tags: enterprise2.0, execution, performance, ROI, businessvalue, strategy, collaboration, collaborativetools

    • I believe a significant part of the problem that crops up in the Enterprise 2.0 value discussions stems from the fact that the champions of Enterprise 2.0 significantly underweight the complexity and pervasiveness of the existing information technologies in the enterprise and the reasons why these technologies evolved.
    • They key activity steps of enterprise business processes embodied into today’s ERP, CRM, SCM et al software, such order-to-cash, procure-to-pay, hire-to-retire, or record-to-report need to be highly structured for a variety of reasons, not the least of which is efficiency, their primary reason for being, but also for significant compliance concerns they address.  I don’t foresee a point any time in the near future where enterprises will leverage Enterprise 2.0 principles in the core of accounting, or payroll, or order management because there are serious risks to doing so for a business.  These enterprise business processes are complicated enough without any unstructured processes surrounding in them, as you can see here in this offer creation process which we diagrammed in Driven to Perform in our chapter on Risk-Aware Marketing Performance Management.
    • The white space is where people are human integrators.  Where the various folks from marketing, contact center, sales, and operations fill in the gaps that their enterprise software does a poor job of addressing today.  It is in these process contexts that wikis, blogs, instant messaging, etc. can perform a brilliant and valuable service, and for certain processes, form the entire substrate upon which the enterprise process can be manifest.  Thus, ultimately, the real Enterprise 2.0, the weaving of both the structured and unstructured worlds together, really looks a lot more like this:
    • Conversely, leading enterprise application players like Workday are starting from the robust ERP and HCM process perspective of the so-called « Enterprise 1.0 » world and layering many social constructs such as tagging, inline collaboration, etc. into their applications to deliver on this converged Enterprise 2.0 notion I describe above.
  • « To save time, Byrne took a vote and the audience helped narrow his discussion down to a handful of topics:

    * Can social software consistently bring real ROI?
    * Will the social software marketplace consolidate?
    * Should we socialize existing applications or invest in new social software? »

    tags: socialsoftware, enterprise2.0, ROI, social, terminology

    • I take the no side on this with the exception of certain scenarios, » he said of social software consistently bringing ROI.
    • Similarly, another audience member mentioned treating social software as a separate entity is where the problem lies. Someone else suggested differentiating between two different architectures: is the business process correct for a ‘webified’ experience? 
      • Several comments from the audience made it more than clear that there’s something funky going on with our terminology. We were reminded of several current issues:

      • ‘Social’ makes a lot of people automatically think Facebook. What we need is something more professional sounding. 
      • Many companies have a policy to block social applications, as they associate them with nothing more than wasting time. 

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