• E20, Social and Generations: adopt vs adapt <span class="“> – Annotated

  “It’s been the issue for a small period of time now, and I’ve contemplated the idea in a few blog posts: I really think this is the end of us throwing technical ‘solutions’ at a business or organisational ‘problem’ – and that we will all agree that E2.0 and Social are about humans, people, change management, radical organisation change, and, in the end, about tools”

  tags: pull push enterprise 2.0 change organization management technology software adoption adaptability millenials generationy

  • Enterprises aren’t used to adapting. They adapt their environment to themselves. If their environment doesn’t adapt, they adopt their environment: incorporate them into a subsidiary, a third, fourth or fifth leg. There are giants out there becoming even bigger giants just by engulfing others
  • Employees aren’t used to adopting. They feel they have to adapt to their company – and rightfully so. Of course they (should) add value to their company, but it’s not their company – they only (want and need to) belong to it; they’ll adapt
  • Social is a Pull movement. It brings to the enterprise everything there is in John Hagels’ right column. And last time I checked, none of that is already there

• Case Management : pourquoi faut-il rendre le pouvoir aux experts métiers ? <span class="“> – Annotated

  “On parle beaucoup de Case Management depuis ces derniers mois en insistant sur le fait qu’il faut rendre le pouvoir aux experts métiers. Est-ce une prise de conscience ? Si oui, pourquoi ? Voici quelques réflexions bien personnelles sur le sujet.”

  tags: casemanagement bpm workflow humanresources experts process processus

  • Tout a été modélisé, précisé, simulé, conçu pour que l’automatisation propre aux applications BPM soit la plus efficace possible. Et globalement ça fonctionne plutôt bien. La gestion des processus a fait ses preuves et personne à ma connaissance ne souhaite revenir en arrière.
  • Le BPM, qu’on le veuille ou non, c’est aussi beaucoup de rigidité. Et pourtant nous disposons tous dans nos milieux respectifs de nombreuses compétences qui ne demandent qu’à s’exprimer. Qu’à apporter aux automatismes une dimension complémentaire, non concurrente mais de plus en plus obligatoire.
  • L’évolution logique de la plupart des applications BPM, c’est d’inclure un composant capable d’apporter souplesse, réactivité et ouverture d’esprit et ce composant – pardon pour l’assimilation à une ressource – c’est l’expert métier.
  • C’est le seul à être capable de prendre en compte un contexte précis – une instance de workflow pour utiliser le vocabulaire approprié – à y apporter son expérience pour le traiter comme il doit l’être.
  • Valoriser les experts, c’est s’appuyer sur la connaissance de l’entreprise pour aller vers encore plus d’efficacité, de qualité, de réalisation des objectifs.
  • Le Case Management doit apporter cette nouvelle dimension au BPM. Il n’a pas pour vocation de remplacer la gestion des processus systèmes-to-systèmes, ni les échanges applicatifs indispensables. Il a juste pour vocation de permettre la gestion du non-prédictif, ce qui reste une des choses les plus complexes à modéliser – puisque pas prédictif par définition.

• Votre Community Manager doit il s’appeler Gérard ? | My Community Manager <span class="“> – Annotated

  TYPOLOGIE DES COMMUNITY MANAGER

  Sur la toile, tout professionnel du web peut s’exprimer au travers d’un blog ou d’une veille Twitter afin de créer une marque personnelle. Je distingue trois grandes formes de présence en ligne pour un Community Manager :

  tags: communitymanagement anonymity communitymanager typology

  • Les anonymes : ils n’existent presque pas sur le toile et pourtant peuvent être très bon dans leur domaine. Ils refusent tout simplement de sortir du contexte professionnel pour créer des blogues ou former une marque personnelle autour d’eux même.
  • Les détachés : ils ont une certaine visibilité qu’ils séparent de leur entreprise. Ils exercent leur fonction de manière anonyme mais peuvent tenir un blog sur leur profession, participé d’eux même à des conférences … En fonction de leur bon vouloir, il peut être possible ou non de relier leur identité physique à un compte de marque anonyme.
  • Les visibles : Leur nom est fortement associé à la marque et à l’environnement dans lesquels ils évoluent, et cela rejaillit sur leur marque personn
  • Les Community Manager n’ont par conséquence pas toujours l’envie d’être trop associés à une entreprise. D’une part parce que dans un avenir proche ils pourraient être amené à changer, d’autre part parce qu’ils peuvent avoir peur de ce qu’il y a « à côté».

• Rethinking Social Strategy <span class="“> – Annotated

  “Neither social strategy nor social business can be tucked into a singular definition or layer. They happen at every level of a business, and need to be considered in the appropriate context.”

  tags: strategy socialbusiness leadership management execution reinvention socialstrategy

  • This is also where we need to focus on organizational alignment to ensure that everyone is functionally and intellectually moving in the same direction, and devoted to the discussion and education that requires.

  • Execution

    I think this is where we end up typically parking “social strategy”, but it’s one piece of what really is a much greater whole. These are the layers that realize the plan as it’s set out, but the real work in that side of things isn’t just in the delivery. It’s in the testing, the breaking, the mining of that process for learnings and insights that can be fed back into the system and used to improve or rejigger things as needed.

  • Execution isn’t just doing. It’s doing with the intent to understand what happens when you do
  • But I’m thinking about it, I’m writing about it, I’m contemplating. I don’t think social is the only and sole answer. What I *do* think, however, is that social is the catalyst in many ways for re-examining our own assumptions around how all of the elements of our business work best.

• Social Strategist Aren’t Thinking Strategically! | Relationship Economy <span class="“> – Annotated

  “Today’s leaders must embrace social media but first they must learn relevant implications that effect strategic thinking. Most organizations are actively participation in social media but few are thinking strategically about their participation and the relevant implications.

  Integrating social tools into your web site without thinking and planning a sound strategy for the entire organization reflects a lack of thinking which means you’ll end up doing the wrong things.”

  tags: leadership socialmedia strategy tactics

  • Social media isn’t a secret but what seems to be a secret is why and how it is  changing consumer behavior and workplace expectations. If leaders understood why and how just maybe they would begin to think about the strategic implications of the why and how and plan for relevant changes within the entire marketplace they aim to serve. Knowing and understanding changes within the marketplace is critical to planning a strategy to either adapt or lead the changing market dynamics.

  • 

• Work Teams Who Share Negative Emotions Better at Problem-Solving

  “Work teams who openly express their negative feelings share more information, have greater solidarity and are better at solving complicated analytical problems, a new study has found.
  Click here to find out more!

  Many businesses and organizations want employees to limit negative emotions and only show positive ones. But a study from the Netherlands suggests that isn’t always the right strategy.”

  tags: emotions problemsolving sharing feelings

• Les PDG aiment le cloud computing. Plus que les DSI ! | <span class="“> – Annotated

  “Une récente étude (à lire ici) réalisée auprès de 1053 cadres exécutifs montre que les dirigeants d’entreprises sont plus réceptifs aux avantages supposés du cloud computing que les DSI. Surprise ? Pas vraiment…”

  tags: cloud cloudcomputing ITdepartment CIO Cxo executives

  • 
  • Tout ceci démontre que, bien que en étant très trendy, le Cloud computing est encore trop perçus comme une menace par les DSI qui voient en lui un risque de disparition de leur fonction.

    Pour ma part, je considère que nous avons ici une vrai chance de sortir l’IT de son image trop technique, de “brancheur de cable” parlant un langage incompréhensibl

• Les frontières légales des réseaux sociaux en entreprise |

  “Les réseaux sociaux en entreprises: ce qui est autorisé et ce qui est interdit, la confusion entre le professionnel et le personnel et autres dossiers brûlants des RH… on vous invite à découvrir la présentation de Nicolas C. Sauvage – Avocat Associé chez Reed Smith – lors de la dernière conférence Media Aces.”

  tags: socialnetworks legal risk humanresources liability

• Your social intranet is where work gets done <span class="“> – Annotated

  “When an organization launches a social intranet, the changes and benefits reach far wider than freeing up resource in the central intranet team. The intranet undergoes a fundamental shift when focus changes from communication to employees to work.”

  tags: communication work intranet socialintranet sharing flows signals push pull appstore activitystream businessapplications

  • A social intranet delivers a platform for a number of activities that aren’t fully supported by all those other systems. Notes, thoughts and links to useful information – lots of what knowledge workers juggle in the course of a day – don’t quite qualify as documents and they are not fit for email because they are inputs into a work process, not outputs. The social intranet addresses this gap in many organizations if it satisfies two criteria: It must be easy to use and it must cater for individual rationality.
  • ntegrate the social intranet with other systems (CRM, DMS, your transaction systems) and signals generated in other contexts can be channelled into the main activity stream (including flows from the internet). Each individual defines their own slice of the stream by filtering for relevance and some platforms elegantly lets you subscribe to signals reflecting what your colleagues are finding relevant.
  • Your email inbox is a space in which other people have control of what you receive. On the social intranet, your home page reflects what is relevant to you.
  • To get a glimpse of the full depth of knowledge, you need to reach behind the information to the people. Information, in this context, can be seen as signals that reveal something about what people know.

• Why are intangibles not on the balance sheet? : <span class="“> – Annotated

  “The rise of the knowledge economy has broken this model. The balance sheet does not include intangibles. Investments in intangibles instead are mixed in with current year operating expenses. And no one knows how much is spent on building intangibles within an organization.”

  tags: accounting intangible intangibleassets operatingexpenses assets

  • A company can only put assets for which it has a clear ownership right on its balance sheet. Most intangibles don’t meet that test.
  • Second, the value of intangibles is closely linked with related assets. You may have heard this one too. It is hard to separate the human from the relationship from the structural capital.
  • Third, the dollar value of intangibles can be difficult to identify since there is no financial transaction creating them. If you have any familiarity with accounting, you know that accounting entries only get made when there is money involved.
  • It is popular to blame analysts for having a short-term perspective. We think that the blame lies just as much with the system—the accountants, regulators, management teams (and the analysts) are all stuck inside a mental model that no longer serves anyone’s best interests

• The Difference between DYNAMIC and ADAPTIVE. <span class="“> – Annotated

  “I need to point out that what Forrester defines as DYNAMIC case management is by far not yet ADAPTIVE. Forrester defines dynamic case management to be semi-structured and collaborative, dynamic, human-centered, information-intensive processes undertaken around a given context, while being driven by events, requiring incremental and progressive responses.”

  tags: adaptivecasemanagement dynamiccasemanagement BPM

  • As a further point Forrester does not use the term knowledge worker but rather (information-) I-worker, which is anyone who uses a computer at his job.
  • I see ACM mostly for knowledge workers who apply their specific skill for case resolution or process execution.
  • I also propose that ACM has to deal not only with goals but with complex, captured content, dynamic embedded content, user definable business rules and is mostly event driven, but these are  Complex Business Events

• Cloud privé: étape indispensable ou concept marketing ? <span class="“> – Annotated

  “Le Cloud privé c’est la capacité pour une entreprise, a mettre en place “en interne” sur une infrastructure a construire, les offres normalement disponibles en Cloud computing. Les éditeurs qui peinent à faire basculer certaines entreprises dans le Cloud, utilisent cet argumentaire en fin de réunion dans un style très fast-food, et vous demandent si c’est pour consommer sur place (Cloud) ou emporter (Cloud privé). “

  tags: cloudcomputing cloud publiccloud privatecloud security

  • Le Cloud privé permet de remettre sous contrôle cette dimension uniquement prévue dans les contrats avec le Cloud computing (et encore les meilleurs).
  • Le Cloud privé permet de maitriser la localisation des données.
  • Le Cloud privé permet donc aux DSI (et aussi aux intégrateurs) de « se faire la main» sur le chemin du Graal et de rendre progressive une bascule d’infrastructure.
  • Donc le Cloud privé est finalement une première étape qui peut donner du temps au temps, pour que l’écosystème du Cloud computing se mette en place,

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

• Internal comms at IBM shift from creation to curation <span class="“> – Annotated

  “IBM’s 407,000 or so employees are all on track to become communicators.

  How, and why? The company’s intranet, w3, has undergone an evolution over the past decade as more tools encouraging employees to generate their own content—blogs, an internal wiki, social bookmarking tools, file-sharing—have led to a deluge of posts.”

  tags: communication curation filtering filters informationoverload casestudies IBM W3 corporatecommunication

  • Edwards says IBM hasn’t quite articulated a systematic way for communicators to filter employee-created content, but he says the key is to think like a blogger. Bloggers “instinctively” do two things, he says: They point to content created by others via links, and they provoke discussion.
  • “Our task now is to take the skills that bloggers have developed in curating content and rolling them out across our content teams
  • “Having a single instance of project documentation that all members of the project work off is a far more efficient way of running a project from a document creation and handling perspective than passing attachments via e-mail

  • Employee blogs are a little different, Edwards says, in that they’re more personal and opinion-based. Team leaders often use them for rallying teams around causes or movements, he says.

  • Articles intended for companywide consumption gain little traction, he says. “They’re so general that they lack relevance

• Time For Enterprise 2.0 To Get Enterprisey <span class="“> – Annotated

  “At the Enterprise 2.0 conference in June, my only blog post was something of a rant on the emperor having no clothes, since I believe that this has to be about the core business or it’s just not very interesting (and likely won’t survive an economic downturn). Interestingly, Michael Idinopulos of Socialtext was at the same conference, and saw some evidence of the shift towards the idea that ”social software delivers business value when it integrates with business process” (I wish I had been in some of the sessions that he was, since he obviously saw evidence of this opinion being further along than I did).”

  tags: enterprise2.0 socialsoftware businessprocess value BPM

  • Although many vendors focus on the social aspects of process discovery and design, I don’t think that’s where the true impact will be felt: social process execution is the key to bringing together the productivity, governance and quality improvements of BPM with the networking and cultural aspects of social software. Having social features at runtime as innate capabilities for all process participants – through the entire spectrum from structured processes to unstructured collaboration
  • What concerns me is the divide between social business software and enterprise software vendors. I don’t think that most social business software is capable of managing industrial-strength core business processes. I also don’t think that most BPM software is capable of doing social collaboration really, really well – at least, not yet. However, the BPMS vendors have already done the heavy lifting of creating tools to manage business processes and gaining the trust of customer to manage those processe

• How to fix the social anything bind

  “# Education is not going to help. The world is full of well educated tyrants.
  # Holding up the examples of new businesses like Zappos does not work. There is nothing in the way a Zappos operates to which an existing businesses can relate. By all means explain the differences but leave it at that. Let management work through this for themselves. It might make a model for the future.
  # Tools are not going to help. No amount of layering social tools will encourage staff who are stuck unless they see those tools as a way of relieving stress that is not tied to concerns about management.
  # Talking about cultural change will not work. This is not about culture, it is about behavior. The two are related but different.
  # A continuing emphasis on top line performance wont work. Selling more by simply layering social elements does not work for the reasons outlined and a lot more besides.”

  tags: social engagement eduction management tools behaviors leadership adoption enterprise2.0 socialbusiness culture

• Case Management : Comment identifier la bonne compétence ? <span class="“> – Annotated

  “En effet, si l’on en revient au fait que les applications de Case Management font appel aux compétences des experts métiers, une nouvelle problématique se pose : comment identifier le bon expert ? Quelle est la personne dans l’organisation qui a le savoir nécessaire et suffisant pour aider à prendre la bonne décision ? Le principe même du Case Management est de proposer une activité à un gestionnaire, lequel gestionnaire est soit suffisament compétent pour la réaliser, soit suffisamment compétent pour demander de l’aide à la bonne personne. Case Management règle le cas où le gestionnaire est le sachant, il lui suffit dans ce cas de compléter sa tâche. Case Management règle également le cas où le gestionnaire n’est pas le sachant mais sait identifier ce dernier. Il utilise alors les outils collaboratifs pour contacter la bonne personne.”

  tags: casemanagement expertise expertslocation

  • Ce que ne règle pas Case Management c’est le cas où le gestionnaire ne sait pas à qui faire appel. Comment attribuer alors une activité à quelqu’un si on ne sait pas identifier ce quelqu’un, comment procéder pour trouver la bonne personne ?
  • mettre en forme un contexte workflow dès lors que le gestionnaire ne sait pas à qui attribuer l’activité, à l’exporter non pas vers une personne nommée mais vers une solution de management de la compétence – appelez ça « réseau d’expertise collaboratif » si vous préférez – et ainsi à soumettre ce contexte à une solution qui aiderait à identifier la bonne personne. Charge alors au système de réaiguiller vers cette personne la tâche à accomplir, avec le minimum d’informations nécessaires pour son traitement et à revenir ensuite vers le gestionnaire Case Management pour faire avancer le process.

• Want Value From Social? Add Structure <span class="“> – Annotated

  Many managers these days face a social dilemma. They want to use social media to get input from many different customers and employees, because they know that an organization’s judgment is improved if its ideation and decision processes incorporate insights from multiple perspectives. But they can’t bring themselves to let employees use social media at work, because they fear too much social activity will hinder productivity. While we’re all becoming familiar with tweets, profiles, writing on walls, and open online discussion, the key to turning those conversational activities into business value has been elusive.”

  tags: socialmedia structure technology social enterprise2.0 productivity feedback

  • But work effectiveness also demands that people share their knowledge and expertise with each other. That’s where social media comes in.
  • In both cases, the combination of the social and structuring aspects of technology ensures that online social activities are oriented to getting work don
  • . The addition of structure makes everyone more conscious of the work tasks at hand, which limits the desire for purely social interaction. A cultural context emerges around the system in which most people hesitate to chat about personal topics that don’t involve work.
  • Purely social applications are too social, and purely structured applications provide too much structure. Combinations of the two are where the work gets done fastest and most effectively. I’m betting we’ll see a lot more of them.

• Pulling for the Long Term <span class="“> – Annotated

  “The time horizon: “Pull” does not mean thinking only about the short-term Many of the people we have talked to about our book have the misconception that pull is driven by a short-term mindset. After all, one of the key drivers of the move from push to pull platforms is the increasing difficulty in forecasting and predicting demand and the consequent challenges this presents”

  tags: pull push longterm indicators strategy iterations iterativethinking

  • The paradox we cited at the outset can be resolved: the long-term view is not a detailed forecast but a high-level direction, a trajectory and a set of challenging goals, which help to focus and guide near-term efforts.
  • he key for pull is to iterate rapidly back and forth between two horizons — long-term direction and short-term (6-12 month) action
  • This type of iterative thinking can create a powerful form of productive friction. Conflicts arise as we repeatedly test our actions and findings against two time horizons; the process of resolving these conflicts can lead to new insights about our quests. In the corporate context, we call this as a FAST strategy (Focus, Accelerate, Strengthen and Tie it together),

• Time to socialize your business processes? <span class="“> – Annotated

  “I learned from the consultants that an efficient way to improve business processes was to get everybody who was involved in a process in the same room (if possible).Facilitated by the process leader, or external consultants, they had a workshop with the purpose to find pains and ideas on how to improve the process. These workshops were often effective, as they helped each person involved in a process to better understand the activities, needs and challenges of the other people who were involved in the same process. It helped them understand how they could help each other, and thereby how they could contribute to improving other parts of the process, and not just their own.”

  tags: businessprocess socialization enterprise2.0 socialsoftware improvements

  • If someone asks me how social software-powered communication and collaboration ties into business processes (without being specific about their processes), I can give them quite distinct answers:

    • They help you to improve existing processes by connecting different teams, or actually the people and their ideas, across organizational and geographical borders
    • They help you to fix broken processes by allowing anyone who might have an idea for how to solve it, or even a solution ready, to get involved in the problem solving-process
    • They help you ensure that the information resources you need to do your job are supplied, accessible and findable by involving everyone in the challenging tasks of information management instead of just a few select people.

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

• Workaholism May Be Killing You <span class=”“> – Annotated

  tags: workaholism workload health humanresources

• « LIO.plaza densifie les rapports humains au sein de Lyonnaise des Eaux <span class=”“> – Annotated

  “Créer de l’intelligence collective ainsi que du lien entre les individus, tel est l’objectif de LIO.plaza, le réseau social interne de Lyonnaise des Eaux, filiale du groupe Suez Environnement, mis en place à l’été 2009. Un réseau qui veut s’ouvrir au plus grand nombre ainsi qu’à l’externe, comme nous l’explique Frédéric Charles, responsable de la stratégie et de la gouvernance informatique de Lyonnaise des Eaux.”

  tags: enterprise2.0 lyonnaisedeseaux Lio.plaza communities humanresources collaboration casestudies

  • Nous comptons, au total, 900 personnes dans le réseau, tout cela sans grande opération de communication, mais par buzz interne. 100 000 pages ont été vues en 10 mois, ce qui représente de 40% à 50% du trafic intranet.
  • Il n’y a pas de concurrence entre les deux mais bien complémentarité puisque LIO.plaza trouve sa place au sein de l’intranet LIO en tant que place des communautés.
  • Conclusion : une communauté, dont le nombre de membres est inférieur à 100 est difficile à faire vivre. La masse critique peut être un frein.
  • Premier point : dès le départ du projet, la priorité doit porter sur le développement de la collaboration entre salariés de différentes divisions ou entités.

• The myth of the inevitability of social organisations <span class=”“> – Annotated

  “The tools, technologies, and methods we deploy in business are used as they cause the business (the asset) to perform better: bottom line down or top line up, simple stuff. This seems to have been forgotten. Some of the newer tools – such as social business design – can add value in this content, but they are only tools. If they make sense and add value, then they will be adopted. If not, then they will wither and die. For many companies, it looks like they will only provide marginal utility.”

  tags: organization enterprise2.0 value socialbusiness socialmedia social socialgraph socialbusinessdesign accounting

  • many marketing machines and practitioners have forgotten that for these tools to be adopted they need to add value, and that it’s hard for them to add value in the command-and-control structures that exist in most companies.
  • They’re focused on managing that central asset and there is currently no proof that these new techniques can do that any better than existing practices. As Dennis pointed out, the kinds of management structures to use these new tool in this context don’t currently exist.
  • Unfortunately the pundits are assuming that a few exceptional companies and individuals represent something the general business community should adopt as is. They are also mistakenly assuming that the claimed benefits – such as “improved communication and customer engagement” – requires us to deploy their favourite technology, tool or methodology.
  • So finally, and fourth, for mass adoption across the entire business community we must acknowledge that the foundation of many companies’ business models needs to change if these new tools are to add value
  • All the rules and regulation needs to be rewritten for this to happen. (Note to self: buy shares in accounting firms.)
  • This would be world where all costs are operationalized, and our businesses look more like World of Warcraft than the hierarchal command-and-control structures of old. You, as an organisation, will be measured on the strength of your organisation’s social graph. Social business design will be the first port of call when designing your new business, rather than the last.

• The True Way To Measure E2.0 ROI <span class=”“> – Annotated

  As Enterprise 2.0 continues to evolve, the one question that continues to go unanswered is how to measure ROI.

  tags: enterprise2.0 value ROI

  • If you can’t sell more, buy less, or fire somebody, you’re not getting real ROI.

  • Enterprise 2.0 has been around long enough that we should be able to detect its impact, much like astronomers can detect the presence of extrasolar planets by observing their gravitational effects.
  • We can examine the financial results for these companies, and compare before and after. If the recent economic crisis makes such temporal comparisons difficult, we can compare E2.0 adopters with comparable companies that didn’t try the tools.

• Heretical Thinking: Enterprise 2.0 is Dead <span class=”“> – Annotated

  “After reading Dennis Howlett’s piece, “Enterprise 2.0 is beyond a crock. It’s dead,” and Andrew McAfee’s counterpoint, “Social Business is Past Retirement Age,” I found myself in the surprising position of agreeing with Dennis that E2.0 is dead. I’m not suprised because of any issue with Dennis, I’ve been reading and enjoying his work for years, but rather because I would’ve expected to come out more on the side of E2.0 idealists. After all, I was very recently involved in a closely related space called Social CRM, and I’m supposed to be a card-carrying “Social Guy.” Dennis has never made a secret of his skepticism.
  Where’s The Beef?

  Where’s The Beef?

  Here is my problem: the Business Social Scene has rolled forward under the banner of the Consumerization of IT and not much else. That’s a polite way of saying they’ve copied everything they can from Facebook, Twitter, and online BBS systems, without adding much innovation of their own. They’ve made it possible to visit the water cooler without leaving your desk, but that’s hardly an excuse for big ROI payoff. ”

  tags: enterprise2.0 ROI socialsoftware socialbusiness

  • There is also another disturbing tendency, and this is where Howlett’s piece really resonates and Andrew McAfee lets us down as an academic: it’s gotten to be all about faith and marketing.  When it comes to ROI, “Where’s the Beef?”  Discussions of ROI quickly turn circular:  You can’t get the ROI until everyone is participating, but once they are, we’re sure the ROI will be huge.  Dennis’ point is that in the end of the day, it’s all down to the people and their culture.  If you have a company with a culture that’s capable of embracing E2.0, you may get some value from it.  If not, fuggedhaboutit.

  • We’re staring at the chasm and wondering how to get across.  You can’t cross the chasm with a hope and a prayer.  The folks who live on the other side of the chasm are not Early Adopters.  They don’t worship every new shiny thing.  They are more practical and pragmatic people who insist on an ROI.  Chris Yeh puts the mindset of these later adopters in a blunt but accurate fashion:

    If you can’t sell more, buy less, or fire somebody, you’re not getting real ROI.

  • The fundamental problem with the UX for these products is they start from the assumption that Generic Social is the Goal.  It ain’t the case.  Solving a real Business Problem and Delivering an ROI is the Goal.

• Enterprise 2.0 Schism <span class=”“> – Annotated

  “I have to confess that I’ve enjoyed watching recent rounds of Enterprise 2.0 discussion and mud wrestling. The fact that so many people enjoy debating definitions, values, doctrinal principals – even the existence of Enterprise 2.0 – makes me think that E2.0 might best be framed as a religious debate. With that in mind, I’d like to introduce a new and exciting element: schism.
  I hereby declare myself an Enterprise 2.0 Strict Druckerian. I believe that “2.0″ should be considered a modifier of Enterprise rather than an allusion to mere Web 2.0 technology – which is what an Enterprise 2.0 Strict Technarian would have you believe.”

  tags: enterprise2.0 drucker technology organization people

  • I further declare: No, it is not “all about the people” – which is what an Enterprise 2.0 Strict Proletarian would have you believe. Without the enabling technology of the Web, plus search engines and other affordances based on Sir Tim Berners-Lee’s innovation, the Strict Proletarian would find it difficult to fit the inhabitants of McAfee’s inner, middle and outer rings into the same room, get them to participate in the same conference call, or exhibit their “emergent” behaviors using typewriters, copy machines, faxes and email. Speed, scale and connection patterns matter and the technology that spans these barriers is neither trivial nor insignificant to the phenomena Strict Proletarians value.
  • Peter Drucker constantly advised businesses to give employees direct control over their own work and environment, with teams of “knowledge workers” responsible for work toward goals stated as broad business objectives rather than prescriptive plans. Drucker stated that management could only achieve sustainable profits by treating people as an enterprise’s most valued resources, not as costs. In later years he described his role as “social ecologist” rather than management consultant.
  • If the term “social” must be deprecated, I hope its banishment takes with it all Social X marketing buzzwords, job titles, twitter tags, and the well-earned disco ball reputations of the so-called Social Media gurus.

• A social business maturity model <span class=”“> – Annotated

  “As more companies begin to be interested or in some cases to effectively launch new initiatives for involving customers and employees to improve their business, a possible sequence of cultural, technological, organizational maturity stages starts to show up.

  Each stage is characterized by a certain level of understanding of the role that social media play in creating value, by different organizational schemes and by specific degrees of integration between internal systems and online conversations.”

  tags: maturity maturitymodel socialbusiness enterprise2.0 culture organization technology

  • 
  • • The entire value creation chain including customers, prospects, suppliers, employees is affected by the conversations happening between the company and its ecosystem. Marketing, service, communication, innovation, product management are constantly and in quasi-real time realigned to customer insights. Now the company understands how its products / services are being used and influence you the lives of their customers. Internal and external processes are restructured both to increase the value created for the organization and the customers’ quality of life, in a mutual beneficial way.
  • • One of the departments collects and uses customer feedback to build meaningful business value by developing social skills, increasing the sensitivity of the whole organization, fostering the emergence of internal communities, urging the development of new processes and systems, promoting a stronger dialogue across departments that anyway remain largely separate entities.
  • • Social media stop being the prerogative of a single department and all customer-facing functions (marketing, sales, product management, customer care, innovation) are aligned under a single client-centered focus. The silos get replaced by an intensive use of communities and employees belonging to each function are stimulated to synergistically revolutionize the overall customer experience. The company goes from a behavior-type resembling Model I to one compliant with Model II in which all efforts are aimed at continuous improvement rather than to defend single positions from political turfs.
  • All internal and external processes are socialized (i.e improved through participated, emergent and collaborative contributions) dynamically reorienting the company around feedbacks coming from customers, prospects, suppliers and partners. A collaborative layer acts as the glue between separate systems thus ensuring the emergence of valuable individual contributions, regardless of the hierarchy, departments and silos

• Best Practice: Online Business Network connect.BASF

  tags: Basf casestudies enterprise2.0 socialnetworks

• The presentation from our seminar The Social Intranet

  An English version of the presentation from the Acando seminar “The Social Intranet” has now been uploaded to Slideshare. The seminar also included a demo of a scenario in SharePoint 2010, which for obvious reasons cannot be included in the presentation. To sort of compensate for that, I added a walkthrough of the scenario used in the demo as well as some screenshots.

  tags: intranet2.0 socialintranet socialmedia socialsoftware intranet

• Monday’s Musings: Why Next Gen Apps Must Improve Existing Activity Streams <span class=”“> – Annotated

  “As a key element of the dynamic user experiences discussed in the 10 elements of social enterprise apps, activity streams epitomize how apps can deliver contextual and relevant information. Unfortunately, what was seen as an elegant solution that brought people, data, applications, and information flow into a centralized real-time interface, now faces assault from the exponential growth in data and information sources. In fact, most people can barely keep up with the information overload, let alone face the four forces of data deluge that will likely paralyze both collaboration and decision making (see Figure 2):”

  tags: activitystream informationoverload filters predictions analytics

  • Based on 23 user scenarios, the 5 major categories of filters should include:

    • People. Requests focus around people, their relationships, and formal and informal groupings.
    • Location. Physical location attributes include spatial coordinates, topology, environmental conditions, vertical position, and others.
    • Time and date. Time and date plays a key role in parsing out historical data, multiple chronological perspectives, and forecasting and simulation.
    • Events. Events serve as a mega filter by relating people, location, time and date, and purpose.
    • Topics. Topics represent a broader filter that represents a generic “other” category in filtering.
• User driven advanced filters should at a minimum include:

  • Saved filters. Users save and share with other users their library of filters.
  • Trending. Users apply layers of filters to correlate complex multi-dimensional patterns.
  • Simulations. Users proactively test out scenario plans with existing data.
  • Predictions. Users apply pattern recognition and trending to test hypotheses.

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