• Extending Enterprise 2.0 beyond your internal world

  tags: socialcrm, socialcustomer, collaborativeenterprise

• Era of The Social Customer 2010.

  tags: socialcrm, socialcustomer

• Enterprise 2.0 Prepares for Relevancy | Pretzel Logic – Enterprise 2.0

  tags: no_tag

  • Closely tied to this is another trend. Seasoned enterprise sales and marketing executives are being successfully lured to Enterprise 2.0 vendors. I spent a lot of time with them and one thing is clear: They are not adopting the party line. Rather they are channeling the passion and energy of cause driven entrepreneurs towards practical value propositions that customers will possibly care about.
  • I’m not in any way suggesting that it’s been easy going for orgs in hi-tech or services, but relatively speaking, hi-tech is traditionally an early adopter of technology enabled innovation and so its natural that a lot of Silicon Valley-esque organizations have jumped in first. In the case of Professional Services, knowledge and expertise is itself the end product. And so making the case that finding better ways to surface and reuse knowledge can more directly improve margins, if done correctly. Two very strong drivers to give E2.0 a shot. Again, some of these are my customers, and at others, I personally know internal champions who are banging their heads against the wall with adoption and cultural issues.
  • Where some organizations/departments have the luxury of being led by the likes of John Chambers (Cisco), Lem Lasher (CSC) and Brad Smith (Intuit) who naturally consider collaborative enterprises to be a necessarily utility to compete effectively and often without ROI prerequisites, most look for far stronger, tangible business case justifications from the get go.
  • It wasn’t all peachy. In a subsequent post, I’ll try and cover some of the following items that I suggest we deal with, pronto.

    • We’re still lacking adequate operational metrics alignment to be taken more seriously.
    • Addressing cultural nuances are certainly an important success factor. But we’re hiding behind cultural arguments as the universal culprit, far more than we rightfully should.
    • The millennial discussion is mostly without substantial evidence and downright asinine.
    • There’s a giant disconnect between today’s customer expectations and the ability of employees to fulfill these expectations. I covered this in my keynote at the International Forum in Milan week before last, and Ill try to add insights from others, based on my discussions.
    • Unnecessary complexity added to design frameworks and to toolsets which, will only overwhelm potential customers.

• PSFK analysis of the future of retail

  Ever wondered how product bar codes, new mobile applications and augmented reality will change the way we shop for goods and services over the next decade? In this 84-page SlideShare presentation, PSFK provide an analysis of the Future of Retail:
  PSFK presents Future of Retail report

  tags: retail

• Ten Tips From The Enterprise 2.0 Conference | Forrester Blogs

  “Despite all the new technology, the shared wisdom from the deployment perspective seemed to distill down to learning how to manage the human side of Enterprise 2.0. Distilling down three days of insight isn’t easy, so I thought I’d share my top 10 tips from the conference no particular order:”

  tags: enterprise2.0, businessprocess, socialsoftware, collaboration, socialcollaboration

  • . Doing work in less time is key to success but people have a limited capacity for change, so make small changes and give them time to adapt.
  • Add “social” as a layer in Enterprise Architecture to avoid mushrooming application silos.
  • Start today to re-think how to re-engineer your business process around social collaboration. The real advantages will accrue to those companies that figure out how to tie social collaboration (and associated technologies) into the design of their business process and core supporting applications
  • “It took 40 years for IBM to become evil, 20 years for Microsoft to become evil, 10 for Google, 5 for Facebook and 2.5 for Twitter”.

• A Different Look at Community Management

  “Folks are sometimes surprised to learn about how large our team is, or how it’s structured, mostly because they’re thinking of community management as it’s always been. But we’ve got it threaded into our organization a little differently, based on what we think community management should be about in today’s business. Let’s take a look at some of the touchpoints.
  “

  tags: communitymanagement, engagement, process, leadgeneration, communication, collaboration, internalcommunication, content, measurement, reporting

  • Here, it’s about being invested in and part of the community that you’re seeking to connect to in more ways than just being the online host or hostess for your brand.
  • Make no mistake, community management is part of the lead cultivation process
  • In our business, community is what we call a bridge role. We bridge communication from the community into our organization: sharing product feedback with our product team, trends and industry insights with our executive team, helping get sales and support inquiries to the right place for response from those teams, offering input about needs and overall social media challenges that our customer markets are wrestling with.
  • We share that information internally with our teams and management so they can get a snapshot of how the community team is contributing to the bigger picture, and where we can change, adjust, or do things better to have even more impact.
  • To us, this role is a hybrid discipline – a mix of sales and customer service and communication – and is really silo agnostic, functioning as a hub for many different disciplines inside the compa
  • Our vision of community professionals is that of spokespeople, communicators, networkers, brand ambassadors, and representatives of their community all wrapped into one

• Enterprise 2.0: Why process matters

  “However, many Enterprise 2.0 vendors and practitioners focus on improved collaboration, rather than business value, as an end goal. These folks forget that vague promises of performance improvement are not a substitute for concrete, definable business results. This disconnect has created a Kumbaya world in which some over-enthusiastic Enterprise 2. 0 supporters talk primarily to themselves because ordinary workers don’t see the relevance to their own day-to-day jobs.”

  tags: enterprise2.0, value, businessprocess, collaboration, process

• Enterprise 2.0: day 1 take

  tags: enteprise2.0, processes, ROI, businessprocess, content, context

  • Solving the ‘what’s in it for me’ problem remains one of the biggest barriers to success. 80%+ of people turn up to work to get things done for a fair wage and then get on with their lives
  • The position I’ve argued that content without context in process is meaningless still holds true. Virtually all solutions I see are detached from the process issue.

• Social Media Policies Database | Compliance Building

  Here is my collection social media policies. I initially gathered a big collection while trying to formulate my own policy. That collection grew over the years to include a variety of industries, types of companies (public or private), industry and approach to social media (proactive, prohibitive or neutral).

  tags: socialcomputing, policies, socialmedia

• Enterprise 2.0 and Social CRM Converge towards the Collaborative Enterprise

  “In my opinion the discussion around Enterprise 2.0 has been too internal-facing and focused on the tools, rather than what the objectives for collaborating actually are. The market is maturing though as we see the approach evolve from innovators to early adopters. This was especially evident when looking at the agenda of the Milan edition, in contrast to the Boston edition that is still more focused on the software “solutions” (go ahead and deploy this module and you are now a “Social Business”..NOT!). Could it be that Europe is leading the way in its understanding of what it takes (culture, organisation, customer focus, employee engagement…)?”

  tags: socialcrm, socialbusiness, collaboration, collaborativeenterprise, customer, socialcustomer

  • It is not about introducing new tools to do business in roughly the same way – only more effectively and efficiently, it is about adapting our business model to become a Social Business so as to take into account changes in the business environment, most notably the advent of the Social Customer.
  • 

• Best friends good for business

  “Best friendships are good for business. Companies are coming to discover that, yet are at a loss at what to do about it. Group-hug Tuesdays? That idea sends chills down managers’ spines. Diversity proponents worry that they have made too many strides to see it all disintegrate into the office version of high school cliques.

  Yet it’s widely accepted that the winning companies during the next generation will be those that have employees eager to come to work and bring with them their hearts, minds, creativity and passion. That kind of worker has been coined in management speak as “engaged,” and an industry has sprouted around the elusive quest to find them, convert them and prevent them from slipping into the ranks of the “disengaged” — or worse — the “actively disengaged.” “

  tags: humanresources, management, engagement, friendship, trust

  • FranklinCovey, a Gallup competitor, also has research indicating that friendships are important but has chosen to concentrate on factors it can influence.

    “We don’t feel it is actionable,” says Sean Covey, vice president of innovation.

  • Researchers such as Flynn prefer the word trust, but he suspects trust and friendship are nearly identical.
  • Coffman encourages such attempts, but he says companies get more mileage hiring “connectors,” or people who say at job interviews that they have dozens of best friends. “It’s like throwing a great party. If you invite a bunch of boring people, they’re not going to dance,” Coffman says.

• Military Chatrooms from California to Afghanistan

  As a teenager, Jamie Christopher would tap instant messages to make plans with friends, and later she became a Facebook regular.
  Now a freckle-faced 25, a first lieutenant and an intelligence officer here, she is using her social networking skills to hunt insurgents and save American lives in Afghanistan.

  tags: socialnetworking, army, casestudies

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

• How HR systems are impacted by new technologies and social networks

  “The impact of new technologies, especially the web 2.0 ones, and social networks will dramatically change many HR systems. A few examples:”

  tags: enterprise2.0, hr, legal, recruitment, assessment, evaluation, competences, compensation, time, directory, privacy, social, socialnetworks

  • Issues around privacy, corporate image vs. personal image, intellectual property, etc. will generate a new number of legal issues, coming in addition of current labor laws.

• What Empowerment? Enterprise 2.0 Meets Taylorism!

  “One buzzword of Enterprise 2.0 is EMPOWERMENT. The reasoning goes that empowerment leads to ownership, motivation, creativity, learning & growth, and superior performance, and so on (insert other organization development buzzwords here!). Proponents of the Enterprise 2.0 movement tell us what we should do and why, vis-à-vis empowerment. But, when it comes to the “how” in the real-world, the guidance is a bit sketchy.”

  tags: enterprise2.0, empowerment, management, management2.0, humanresources, taylorism, projectmanagement, commandandcontrol

  • I recognize that the extreme of empowerment is anarchy and the extreme of command & control is dictatorship. Neither extreme is true, nor should it be. Extremes lay out the boundaries for discussion and action. We will always find ourselves in this spectrum of extremes. So, the issue I am raising is not either-or, instead, whether we are making progress towards the promise of Enterprise 2.0 as it relates to empowerment.

• The Myth of Generational Differences in the Workplace

  ““Our research shows that when you hold the stereotypes up to the light, they don’t cast much of a shadow,” says Deal. “Everyone wants to be able to trust their supervisors, no one really likes change, we all like feedback, and the number of hours you put in at work depends more on your level in the organization than on your age.”

  Clearly, people of different ages see the world in different ways. But Deal says that’s not the primary reason for generational conflict. The conflict has less to do with age or generational differences than it does with clout—who has it and who wants it. “The so-called generation gap is, in large part, the result of miscommunication and misunderstanding, fueled by common insecurities and the desire for clout,” says Deal. “

  tags: generationdivide, generationy, generationx, babyboomers, humanresources, values

• Beyond Serendipity for Enterprise 2.0

  “I believe that the emphasis on serendipity and emergence as cornerstones of enterprise 2.0 actually inhibits the potential of social computing technologies to drive greater value.”

  tags: enterprise2.0, emergence, serendipity, value, socialsoftware, enterprise2.1, socialprocess, processes, policies

  • Enterprise 1.0, would suggest that only specialized, trained individuals with the resources knew how to find pearls (i.e. where to dive, specialized equipment, knowledge on how to abstract the pearl from the shelled mollusk, etc.).
  • Enterprise 2.0 suggests that we can simplify and remove some of the “specialization” barriers to enable more people to search for pearls.
  • Enterprise 2.1 would suggest that rather than “serendipitously” finding pearls, that we coordinate our efforts to actually create pearl farms.
  • Without social engineering and modifying processes, models, policies and education, the initiative was doomed to fail before it even started.

• Community vs. Social Network

  “In Summary

  Social Networks (see Figure 1) are:

  1. Held together by pre-established interpersonal relationships between individuals. So you know everyone that is directly connected to you.
  2. Each person has one social network. But a person can have different social graphs depending on what relationship we want to focus on (see Social Network Analysis 101).
  3. They have a network structure.

  Communities (see Figure 2) are:

  1. Held together by some common interests of a large group of people. Although there may be pre-existing interpersonal relationship between members of a community, it is not required. So new members usually do not know most of the people in the community.
  2. Any one person may be part of many communities.
  3. They have overlapping and nested structure.”

  tags: socialnetworks, communities, onlinecommunities

  • 
  • So the single most important feature that distinguishes a social network from a community is how people are held together on these sites. In a social network, people are held together by pre-established interpersonal relationships, such as kinship, friendship, classmates, colleagues, business partners, etc. The connections are built one at a ti
  • 
  • Communities are held together by common interest. It maybe a hobby, something the community members are passionate about, a common goal, a common project, or merely the preference for a similar lifestyle, geographical location, or profession. Clearly people join the community because they care about this common interest that glues the community members together.

• Evolution of Enterprise2.0 at IBM

  “As I mentioned on twitter, my peer Jeanne Murray and I are presenting a session at the Enterprise2.0 conference in Boston next week that describes an overall view of how we think e2.0 has evolved in our organization. The focus here is not on the technologies themselves but on the human capabilities, interests, and mindset as it has evolved over time. It talks about what we used to think about social computing and how that as changed or evolved with each stage. “

  tags: ibm, organization, transformation, enterprise2.0, businessneed, processes, socialprocess

  • -         
    Stage 1 – Seeing a need for social
    computing in business

    -         
    Stage 2 – Recognizing the business
    uses and value

    -         
    Stage 3 – Bringing people together
    into a common frame

    -         
    Stage 4 – Building better
    social-enabled processes

    -         
    Stage 5 – Shifting the overall
    perspective to a dynamic, agile mindset

• University 2.0? Using social software to enhance learner engagement

  tags: sociallearning, university2.0, learning, engagement

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