Jive SBS Key Member Engagement Plan DIY

tags: communities engagement members socialnetworks enterprise2.0 adoption methodology

Sustainable Communities: Top 10 CSFs for Keeping the Faith <span class="“> – Annotated

“Overview: Launching and getting up and running is only half the battle when it comes to CoPs. CoP pundits are constantly advocating new social technologies, new processes, and new metrics. But for a CoP (and its members) to thrive requires embracing a few simple organizational change ideas, and making them concrete, authentic, and fun. The “Sustainable Communities Critical Success Factors” do just that. A sustainable Community of Practice (CoP) demonstrates measurable value to both the organization and CoP participants contributing relevant knowledge, and nourishing lasting and productive relationships. Any CoP, by definition, convenes to cross organizational boundaries, to build a shared body of knowledge, and to network. But a sustainable CoP comes together with a shared sense of passion and applies that to practical outputs. While most COPs fade, sustainable CoPs endure:

* Members express a spirit of volunteerism that beyond their personal objectives and “WIIFM”;
* CoP “working groups” generate relevant products that integrate diverse insights; and
* CoP outcomes show up in corporate metrics, and, ultimately CoP ideas influence corporate planning. “

tags: community communities communitiesofpractices leadership facilitation role metrics onboarding measurement recognition

• 
• 1. Regular Real-time Meeting
• 2. Role/Charter-Clarity:
• 3. Leadership and Facilitation:
• 4. Practitioner-Led:
• 5. Establish Rapport Explicitly:
• 6. Ground Rules:
• 7. New Member On-boarding:
• 8. Measure and Continuously Improve:
• 9. Use Technology Effectively:
• 10. Get Recognition/Give Recognition:

Manque d’aplomb <span class="“> – Annotated

“C’est le groupe des enfants du cours préparatoire qui, expérimentation après expérimentation, dépasse avec constance les trois autres groupes d’adultes bardés de diplômes de l’enseignement supérieur.”

tags: problemsolving marshmallowchallenge orientation planning execution observation learning learningbydoing

• 
• C’est parce que les adultes ont été “formatés” pour conceptualiser la résolution de problème. A force d’insister sur le fait de réfléchir avant d’agir, ils ont intériorisé l’idée de trouver la solution d’un point de vue théorique avant de mettre les mains dans le cambouis. Pour eux, la séquence type de résolution du problème, c’est OPEO, soit, ORIENTATION -> PLANIFICATION -> EXECUTION -> OBSERVATION.
• Les enfants, en revanche, suivent une approche plus intuitive et résolument empirique. Après une courte phase d’ORIENTATION, ils vont très vite mettre la main à la pâte pour tester les interconnections entre les spaghettis, le scotch et le marshmallow à poser au sommet de la structure. Pendant que leurs concurrents d’âge mûr feront une boucle complète OPEO,
• . Leur aptitude à réaliser des boucles extrêmement rapides d’action / rétro-action leur offrira le moyen de parfaire leur apprentissage chemin faisant. C’est le fameux “learning by doing” des Américains.

Jive Community: Addressing Risk <span class="“> – Annotated

“How are you addressing the risk of employees posting something “stupid” on a community like promising a customer something they cannot deliver or something along those lines?

I need examples asap for a preso to the exec team by the end of the week. Would love to hear from you.”

tags: communities communitymanagement risk mitigation governance policies community

• Prevention begins with good policies. Make sure you have the right social media policies in place to begin with.
• Make sure you have a good community management governance structure.  You do need to have a governance model
• Make sure your community managers and the SME’s understand their role in the governance model and are trained well for what’s expected of them. Your brand depends upon it.
• Make sure you have an escalation path to deal with an issue when it arises.

New IBM Whitepaper – Measuring the value of social software

“The “Measuring the Value of Social Software” white paper focuses on helping organizations answer the question:

How can we determine if our social software initiatives are successful and are providing the anticipated return on technology investment?

This white paper looks at how to measure the effectiveness and value of a social software initiative, what tools are available to capture key metrics, and what to take into consideration when establishing a measurement approach. “

tags: ibm socialnetworks measurement activity ROI framework vitality capability value businessvalue KPI KVI

Why You Must Network With Your Younger Employees <span class="“> – Annotated

“That’s a lot like the use of enterprise 2.0 social software systems today. Older generations have an ingrained urge to avoid collaborating, having spent their lives being trained to hoard and control information. Their thick, almost-impermeable skin takes effort, time, encouragement and environmental change to break through. It isn’t by chance that the need for greater collaboration is a regular theme in management meetings everywhere.

On the other hand, social software comes naturally to the millennial generation, born between the late 1970s and 2000 and raised in the Internet age. In a few years, according to Jeanne Meister and Karie Willyerd, the authors of The 2020 Workplace, millennials will be about half of the world’s working age adults”

tags: collaboration generationdivide millenials generationy generationx babyboomers mentoring

• Millennials work with large networks. They swap contexts frequently and rapidly during a typical day and use multiple modes of communication. They feel free to ask their managers and peers for candid opinions so they can improve their work. They seek social proof, some visible indication, that others are buying into an idea or activity. They see everyone in their organization as equal partners to collaborate with.
• When you’re new to an organization, your relationship networks are usually limited and have little built-in trust. Millennials who converse freely with their friends socially are often told at work to stay strictly work-focused. This can limit the depth of their conversations and keep them from developing trust and extensive networks.

Communication as Work

“Communication is the process by which this constantly evolving knowledge is applied on data and information to a decisionable end. This process will generate insights on how to take advantage of the information you have gathered”

tags: communication work decisionmaking knowledge tacitknowledge

Why traditional intranets fail today’s knowledge workers <span class="“> – Annotated

“Knowledge work is often a completely different story. While the information used us input to an activity or process is likely to be found in the left part of the Long Tail power graph, the information needed for a knowledge work activity is likely to be found in the long tail. There you have information resources which are used infrequently or maybe even once. The information which is needed varies from time to time, from situation to situation. Not only the actual information varies; often the type and structure of the information resource varies too. This makes it virtually impossible to define a reusable information resource in advance before it is needed.”

tags: intranet knowledgeworkers knowledgework longtail socialintranet

• The social intranet is not just about adding a layer of social collaboration tools; it is a platform that combines the powers of push with the powers of pull to supply anyone who participates and contributes within an extended enterprise with the information, knowledge and connections they need to make the right decisions and act to fulfill their objectives.
• the previously dominating “less is more” paradigm is being replaced by a “more is more” paradigm. A social intranet must necessarily be designed for information abundance.
• because as Clay Shirky argues the problem is not the amount of information but rather that the filters we have fail to sort it properly for us. We need to get the filters in place instead of blaming and demonizing (“Tsunami of data”, “firehose of information” etc) information supply and arguing that the only way to solve this “problem” is to limit supply.
• We must have ways that “automagically” attract useful information and connections to us.
• Needless to say, the push-based production model used for most intranets will still have an important role to play – but only as a component within a social intranet. It will continue to serve the most common, stable and predictable information needs.
• This is because the long tail of information supports the core of a knowledge-intensive modern business: the knowledge work.

Game Mechanics at work in the Enterprise 2.0? <span class="“> – Annotated

“This got me thinking why can business processes and Enterprise 2.0 software be designed to make them “fun” and engaging?

There are lots of research that talks about how mixing work and play is the key to innovation. “

tags: hr games foursquare engagement rewards recognition play

• Amy talks about how five principles of game mechanics (collecting, points, feedback, exchanges and customization) can be combined with three trends of social media (accessibility, recombination, syndication) to design fun yet functional software applications.

Implementing Enterprise 2.0 at Intuit, Part Three: Cultural and Organizational Shifts <span class="“> – Annotated

“today we’re going to continue with change management by focusing on the cultural and organizational shifts that took place (and are still taking place) within Intuit to make Enterprise 2.0 successful.”

tags: enterprise2.0 casestudies INTUIT culture organization change changemanagement innovation

• Every quarter that CEO goes onto Intuit tv (an internal video platform) and answers questions live from employees instead of emailing them.  This allows the employees to actually participate in real time.  Employees now have the ability to comment on anything that’s going on within Intuit, including things that the CEO says
• As a result, there is now someone in every business unit that is being tasked with innovation; an innovation leader.  This innovation leader participates in a company wide community sharing insights and accelerating the migration of best practices but they don’t actually own the innovation within the business units. 
• Business leaders adopted and changed the way they were operating.  They were now taking a portfolio approach of small teams moving quickly as opposed to focusing on a centralized project with a larger team. 

HCL: Extreme Management Makeover <span class="“> – Annotated

“. Everybody knows there are downsides to management-as-usual, but are they any alternatives? We can dream about organizations where employees eagerly challenge their superiors, where honesty trumps deference and where the pyramid has been turned upside down—but then again, we can also dream about world peace and cold fusion.”

tags: democracy management accountability HCL management2.0 evaluation

• – Transparent Financial Data. Vineet realized it’s hard to feel empowered if your manager has a lot of data you don’t. With this in mind, HCLT’s IT team created a simple widget that gave every employee a detailed set of financial metrics for their own team and other teams across the company.
• – U&I. Early on, Vineet and his leadership team set up an online forum and encouraged employees to ask tough questions and offer honest feedback. Nothing was censored on the “U&I” site; every post, however virulent, was displayed for the entire company to see
• – Service Level Agreements. Powerful corporate departments, like HR and finance, often seem more interested in enforcing blanket policies than in making life easier for employees. When Vineet would ask front line employees, “What have the enabling functions done to help you create value in the value zone?”
• Today, HCLT employees are able to rate the performance of any manager whose decisions impact their work lives, and to do so anonymously. These ratings are published online and can be viewed by anyone who has submitted a review.
• As the CEO, Vineet was being asked to weigh in on hundreds of unit-level plans each year. Recognizing the limits to his time and personal expertise, Vineet challenged his colleagues to develop an online, peer-based evaluation process. The solution: MyBlueprint. In 2009, three hundred managers posted their business plans, or “blueprints,” online. Each document was accompanied by an audio presentation. More than 8,000 employees were then invited to jump in and review the plans
• – Employee First Councils. The goal here was to help employees connect with team members who shared similar interests and passions. Supported by a web-based platform, the new initiative rapidly spawned a host of communities around cultural, recreational and job-related issues
• Three years after launching this concept, 20% of HCLT’s revenue is coming from initiatives launched in these communities of interest.”
• “We all believe that democracies are good and totalitarian systems are bad, and yet we tolerate dictatorships within our companies, even though the people at the top don’t have enough information to know what needs to be done. At HCLT, we have been trying to democratize our company.”

Employee engagement is more than just the current HR ‘buzzword’

”
Employee engagement is more than just the current HR ‘buzzword’; it is essential. In order for organizations to meet and surpass organizational objectives, employees must be engaged. Research has proven that wholly engaged employees exhibit,

§ Higher self-motivation.
§ Confidence to express new ideas.
§ Higher productivity.
§ Higher levels of customer approval and service quality.
§ Reliability.
§ Organizational loyalty; less employee turnover.
§ Lower absenteeism.”

tags: humanresources engagement

Competency <span class="“> – Annotated

tags: competencies enterprise2.0

The Superpower of the Knowledge Era: Process <span class="“> – Annotated

“But today, a lot of process occurs inside of people’s heads, their computers and networks of computers spread across a building or across the globe. This kind of process can be harder to see and measure. The information gap begins from the initial investment, which is generally not tracked, all the way through to the end result. This lack of information keeps process off the radar of many critical stakeholders from Boards of Directors to investors and even, sometimes, a management team. Many knowledge processes, therefore, are done on an ad hoc basis with people reinventing the wheel every day, day after day, year after year.”

tags: knowledgeworkers processes

• It is important to note that knowledge processes and physical production processes are intersecting with greater frequency. This is because many of the marginal gains from manufacturing are now coming through automation of information or through adjustments to a process designed by employees who work on it.
• Why do we call process a “superpower?” Because it is the most scalable forms of knowledge capital. Anytime that you capture the “best practices” of your organization in an automated process, you are making every employee smarter when they come to work in the morning. They do not have to think about how to solve the simple problems—because the solution is already built into the system

How to Succeed When Everyone Is in Charge – Ron Ashkenas – Harvard Business Review <span class="“> – Annotated

“The reality, however, is that most organizations today have more than one chain of command, and to be successful you need to navigate between them. “

tags: chainofcommand multiarchy hierarchy matrix projectteams

• The first type is the professional multiarchy in which different professional groups have parallel hierarchies with little or no connection at the top of the organization.
• The second type of multiarchy is the matrix, which is present to some degree in most businesses. The matrix is a crisscross of business units and functions (portrayed as verticals and horizontals).
• The third type of multiarchy is the temporary project team. In these situations people are “loaned” from their home organization and report to a project manager for a period of time

2010 : l’an 1 des réseaux sociaux internes

“Relativement discrets en 2009, les réseaux sociaux internes explosent dans les organisations publiques et privées. Bouygues, le CEA, Danone, Veolia Environnement ou encore Ubisoft débordent de projets. “

tags: socialnetworking casestudies enterprise2.0 socialnetworks

Social BPM: Business Process Management Enters the 21st Century

“Understand what capabilities you need: “Provide a scorecard… look at the interaction that need to be supported… Look at the types of processes supported… Review personalities in your organization.”

Assess what capabilities you already have: “Look at the skills in your organization… Make sure you put governance around BPM. You want to provide the framework, best practices and guidance.”

Identify the steps to get started with social BPM: “Don’t try to roll out social everybody, but look at where to start…. Look at your first project, look at the results, and expand social throughout the enterprise.

Look at your environment and how you can embrace social: “It may not be all of the patterns, but look at the pattern and identify the one that makes sense for you.”

Educate the business: “The biggest challenge we see with social BPM, is the term social isn’t necessarily a business process-oriented term. At the end of the day, all of your processes will be impacted buy some way by social. We need to start looking at how the two worlds come together.””

tags: socialbpm bpm businessprocess

Quel(e) DRH 2.0 êtes vous / avez vous ? <span class="“> – Annotated

“Un peu pour le fun mais pas seulement cette petite matrice de positionnement (j’en ai d’autres en magasin…). Chaque projet RH 2.0 a son contexte et l’influence du DRH est majeure. Il conviendra de prendre en compte sa “position” pour adapter sur le fond et la forme son ambition et surtout son approche.”

tags: hr HRofficer enterprise2.0 hr2.0 strategy matrix

The Rise of Composite Content Platforms – Contentation Re-considered <span class="“> – Annotated

“The convergence of content stores, portal frameworks, combined with powerful context-aware publishing systems and social interactions, is pushing traditional ECM, WCM, Portal, and E2.0 vendors to rely upon a new generation of integrated “Composite Content Platforms” (also called “Content–enabled Enterprise Portals” or “Content Application Servers”).”

tags: content contentplatforms ECM socialmedia integration interoperability identity CMS API REST collaboration

• 
• 8. Social and Collaboration Services
  One of the recent goals of any composite content platforms is to let developers rapidly socialize their applications. Most so-called E2.0 software employ a top-down approach focused on the added value of adopting an enterprise social network that mimic Facebook rather than promoting the integration of social as a service.
• Trend #1: The cloud as your main distributed content and data store
• Trend #2: Distributed RESTful Services
  The ever-growing Internet bandwidth, improved security on cloud computing, together with the generalization of distributed RESTful APIs, should lead more and more software vendors to focus on specific niches and offer specialized services on the cloud which could be easily integrated back into your custom solutions.
• Trend #3: Rapid assembly of content-rich applications

SAP Influencer Summit #3 – SAP missing the biggest opportunity ever? <span class="“> – Annotated

“A Business Process is any process, sequential work or activity, that happens in an organisation. Some are repeatable and linear, others happens in unstructured ways and are hard to model.”

tags: ERP BRP Process

• 1. The Easily Repeatable Process (ERP for me)

  Processes that handles resources, from human (hiring, firing, payroll and more) to parts and products through supply chains, distribution and production. The IT systems go under catchy names like ERP, SCM, PLM, SRM, CRM and the biggest players are as we know SAP and Oracle plus a long roster of smaller firms.

• 2. The Barely Repeatable Process (BRP)

  Typically exceptions to the ERPs, anything that involves people in non-rigid flows through education, health, support, government, consulting or the daily unplanned issues that happens in every organisation. The activities that employees spend most of their time on every day. Processes that often starts with an e-mail or a call. A process volume, measured by time and resource spent at organisations, probably larger than for the Easily Repeatable Processes. 

The Future of Social BPM <span class="“> – Annotated

“The future of social BPM lies in developing the best way to leverage social media tools to promote collaboration and coordination in the workplace – on an enterprise basis with a meaningful contribution to the business.”

tags: bpm socialbpm process processsocialization processdesign

• When people are given the option to develop their own process, they are far more likely to efficiently use the model and be motivated to find additional areas for improvement.  The idea behind it being – If you develop it, you will use it (rather than build it, and they will come).

What Matters: Collaboration types and tools

tags: collaboration tools

Have we been doing Enterprise 2.0 in reverse : Socialising processes and Adaptive Case Management :: July :: 2010 <span class="“> – Annotated

“In case you haven’t scrolled down yet, this is a gigantic post even for my standards. It started off reviewing an evolving theme of enterprise 2.0 moving to process-based solutions, and on the way I stumbled across another perspective on the world of “knowledge work” and “processes” called “Adaptive Process Management”.”

tags: processes processsocialization businessprocess enterprise2.0 ERP CRM adaptativecasemanagement

• “Process, rather than culture, is increasingly seen as the key enabler of social software in the enterprise. Rather than wringing our hands and gnashing our teeth about how to change organizational culture, we’re looking at how to insert social tools into the existing business process. Conversely, we’re also starting to look at how business processes can be redesigned and optimized now that these social tools are available.”
• So if we blindly build enterprise collaboration networks and tools that are independent of these business applications then these E20 tools & network will be mostly used for conversations around generic topics, limiting the value they bring to the organization.
• I believe Enterprise 2.0 tools will find a quicker adoption in organizations if they are:
  > Simple tools that integrate with common business applications, rather than creating additional silos of information that requires maintenance
• Lack of tools on an application page, say a new HR policy page on the portal that may provide context for a conversation, forces us to switch to email. This results in loss of work continuity and even productivity.

• Social tools need to be features of existing products, they need to be designed into our flow and processes. This way they are not seen as social or a timewaster, they are seen as productivity and process improvement…so in the end they are just the newest way to do something better, a better way to execute our tasks, so why wouldn’t you want it.

• “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. Equally bad is that there’s little thought and discussion around the optimal solutions architecture and combination of process + social that can solve large scale problems that keeps the c-suite awake at night.”
• No tools, no features and frankly no adoption. Just performance acceleration via strategic process and performance alignment”
• Standalone social computing isn’t a solution as there really isn’t intrinsic motivation and it isn’t tied to work processes, but socialising current process tools like the CRM may be the answer, as they already use it and trust it. Basically it’s a tool they use to do work, so rather than shifting context to include a social dimension, instead embed social features into the work tool itself:
• “The proper use of social software in the business will eliminate the need for process designers. Everyone will be a designer, in the way that everyone is a writer in the blogosphere.”
• Design by Doing is an approach that works when the process is not predictable, and can not be written down ahead of time. Since you can not predict it, you have to elaborate it as you go along. You design it, as you are doing it. There is no development life-cycle. This works on unpredictable emergent process.”
• • Embed ad hoc collaboration into your structured processes and gain a unified view of enterprise information-across business functions-for effective and efficient decision-making
    
  • Reach out to an expanded network for expert input in resolving exceptions in business workflows
    
  • Add social feedback loops to your enterprise applications and continuously improve business processes
• Socialising processes is more of a sure bet in getting social computing adopted (the new way of doing things eg. conversing in the open, observable work, socialised workarounds).
• In considering this, I still think socialising business processes is the first stepping stone in both a cultural and productive point of view…getting people prepared.

Social CRM: The Migraine Edition <span class="“> – Annotated

“he thing with SocialCRM is that it adds more customer data to CRM records when many organizations have not learnt how to act on existing data. Whist a quick look at my Twitter usage can give Dell an idea of my profile, what good will that do if organizations are not going to act on hard data they have today: How much I’ve spent with them over the years, my active registrations of software I’ve purchased, my loyalty based on the fact that I religiously buy new equipment from them every year.”

tags: socialcrm data customer analysis socialdata transactions transactionaldata

• We tend to think that using social  media monitoring and listening systems reduces noise and lets us focus on things that matter in our customer relationships. I respectfully disagree. Until its surgically helping you execute business and process objectives more effectively, its still noise.
• Social CRM is where the social data and the transactional data are analyzed together to create deeper insights that ever before.  Using Social data we can amplify what we know about customers by adding a sentimental, emotional layer to what we know — and that helps smart companies drive sales cycles and create better revenue models.

What does Social CRM, Enterprise 2.0 mean for HR and Work <span class=”“> – Annotated

“Social CRM sets the stage (or assumes) that HR, Sales and Marketing are now everyone’s job. However, social CRM when built with workflows – needs organizational structures and processes to enable it. And I am not merely talking about policy. The questions that need to be answered are:”

tags: socialcrm innovation support marketing sales collaboeation humanresources

Why HR? <span class=”“> – Annotated

“Even if we set aside the truly productive HR departments, the problem is all the other HR departments that are unnecessary and counterproductive. Let’s look at what HR does, and how it could be done better by another corporate function:”

tags: humanresources training development organizationdesign compensation workforce performance recruitment hiring

• Create a position that enables managers to decide how to educate, train, and develop their workers. Implement it locally, where bureaucratic nonsense is less likely to interfere.
• Any business unit’s management team is responsible for structuring its operations, and it should hire the experts it needs to help it do the job.
• believe performance and workforce planning problems start when the department (HR) responsible for them is not measured on… workforce performance.
• Last year one of the biggest online job board’s revenues were around $1.3 billion. Your HR department is the source of most of that revenue.
• your HR execs are telling the world there’s a “talent shortage” while we’re experiencing the greatest glut of unemployed, highly-educated and skilled workers in history.
• The problem is, those organizations don’t expect as much from HR, hence HR is usually not overseen, not measured, and not judged for its performance. It’s the department no one wants to be responsible for. It’s the department that is not subjected to outcomes analysis. Anything goes.
• The best HR people I know find ways to embed themselves into business units

Design Your Process to Control the Chaos <span class=”“> – Annotated

“Two separate themes stood out to me during my time at the E2.0 Conference in Boston last week. The first, design for loss of control, came directly out of JP Rangaswami’s top-notch keynote address. The second, how can E2.0 improve process at my company?, was something I picked up more organically from time spent in conversation with E2.0 pundits and practitioners. Separately, these concepts seem opposed but when blended together they create a healthy tension that exists in agile organizations.”

tags: processes control enterprise2.0 businessprocess

• The first theme strikes the core of a learning organization.  A learning organization is in constant flux, continually challenging its assumptions and evaluating wins and losses to glean insights for competitive advantage.  Organizations designed for loss of control will not be in balance; their equilibrium will be deliberately and continually challenged.  These challenges and pressures are the forces that create learning organizations.  Attempts to learn and achieve equilibrium will create a more flexible and agile enterprise better equipped to respond to frequent and unexpected changes in the competitive landscape.
• addressing the process issue starts to become more clear.  When (re)designing process, assume and design for loss of control.  Build in an evolutionary mechanism for the process itself.

Why Remote Teams Don’t Share Information and What to Do About <span class=”“> – Annotated

“According to research shared on the UK-based Psyblog, there are three main reasons teams don’t share information. Four, if you count “I hate you and want you to crash and burn” but we won’t go there today.”

tags: information informationsharing knowledge teamwork remotework

• Memory is a shaky thing. Generally, people remember shared information better than information they pick up on their own. Let’s face it, if three people remember something, it’s more likely to come up in a meeting
• Pre-judgements and assumptions get in the way. A major reason people don’t share information is they don’t think they have to share it. While it might be a good thing to give people the benefit of the doubt, often people don’t know (or can’t immediately recall) a specific piece of information
• Anxiety and stress are part of the job. Many of us would recall and share information more readily if we weren’t so stressed out. It’s hard to think clearly when your amygdala is screaming warning signals in your brain.

Etude Entreprise 2 0 Juin 2010 28 -

tags: Enterprise2.0

Networks and the Myth that Flatter Organizations are Better <span class=”“> – Annotated

“Otherwise, bear with me here. I want to re-consider a really important assumption about one way that flatter organizations with internal network structures are better. (I’m thinking about the organizations advocated by folks bringing social media inside organizations, mostly proponents of Enterprise 2.0 and social business.)
Flatter, more networked organizational structures do not significantly reduce power inequalities among employees or across domains within a firm.”

tags: organization networks egalitarism democracy decisionmaking

• Studies show that organizations that are flatter because they have a network structure encapsulated or embedded inside them still, in the big picture, feel and act like hierarchies (Dean, 2007).

• Our assumptions are wrong. It doesn’t work that way. Power is rarely redistributed in any kind of egalitarian fashon. A little power might go to the levels below the ones eliminated, but the important power stays up above.
• Networks/teams get more “production-level authority” over who’s doing what within the overall project, what parts of the day are spent where, and the like. But the team or network doesn’t get ‘high level’ decision making authority. This still remains with upper management.
• employees might not even notice that they still lack power where it matters the most: over the distribution of gains.
• Keep in mind the ‘real’ business reason that organizations restructure and create internal networks. Organizations restructure to improve productivity. They want more stuff produced and they want to produce it at a higher quality. Why? So that the organization is more profitable.

• We just have to make egalitarianism and justice overarching goals. These goals have to be as important, if not more important, than increased innovation, nicer interpersonal interactions, and yes more surplus value.

Social Needs To Be Layer, Not A Feature

”
By making social a layer, we (the vendors) can create solutions that bridge the gap between islands of applications, allowing you (the customers) to work in a far more efficient and effective way. We’re (the industry) just starting to make this happen, but I hope that by working together we can avoid the integration issues that have plagued enterprise applications for decades. In my next post I’ll discuss the standards that are being put in place to make this vision a reality, and how we’re using them to develop Socialtext Connect. “

tags: enterprise2.0 sociallayer silos socialsoftware integration

Do You Trust Your Social Network? <span class=”“> – Annotated

“Then, the rules are altered. Social network operators begin unlocking the doors to people’s personal worlds. The recent debate about Facebook is only the tip of the iceberg; frequent changes in privacy settings in social media are resulting in an entire generation becoming increasingly wary and guarded about their private lives. “

tags: socialnetworks privacy trust

• e study found that members of Gen Y were more likely to monitor privacy settings than are older people, and more often delete comments or remove their names from photos so they can’t be identified. In another survey by the Berkeley Center for Law and Technology, 88% of a sample of Gen Y-ers voiced support for a law that would require websites to delete captured information. Sixty-two percent of them wanted the right to know everything a website knows about them.
• Look at the broader issue. I believe that collaboration through social networks is an important way of building trust. Trust is built on transparency. If you are in the business of enabling collaboration through social networks, you have to demonstrate that you can be trusted. So, I ask, can you afford to change the rules midway? Or do frequent changes corrode the very foundations of trust?

Enterprise 2.0 success – it is all about process integration! <span class=”“> – Annotated

“I had an interesting experience at last week’s Enterprise 2.0 conference in Boston walking around the expo asking a simple question – “what business problems are you attempting to solve with your E20 solution? “. To me “better collaboration” and “knowledge sharing” are not really good enough to justify the business value of implementing E20 solutions in front of a CFO.

However this year for the first time I heard (a few) people talk about E20 and business process integration in the same sentence and not just list all the technical features that would make their product stand out. Several claimed to have or were working on new APIs for existing enterprise legacy applications like ERP and CRM, but none that I spoke to had actual deliverables (I could be wrong!?).”

tags: enterprise2.0 businessprocess integration

• Informal “social” interaction in the context of the business process application will replace stick-on notes and handwritten notification on paper documents as a way to move information.
• A shared digital archive as a live repository will provide transparency for knowledge processes involving structured and unstructured/social interactions as well as facilitate establishing regulatory compliance in terms of defining the rules for information retentions and what constitute a material record. This effort is substantial and should not be underestimated!
• The trend I think will be to move towards paperless business process management. Information will move between people and desks electronically in a much more transparent way combining structured information flow (ERP, CRM, HR, Case mgmt,….) with back-and-forth unstructured information (integrated social media tools) BUT all in the context of a business process!

When Should Management Push Enterprise 2.0 Adoption? <span class=”“> – Annotated

“The graphic below outlines a basis for determining when Enterprise 2.0 adoption must be pushed, and when to let adoption be pulled:”

tags: enterprise2.0 adoption pull push

• 

• Requires a Top-Down Push

  Situation:

  • Existing ways are ‘good enough’ for employees
  • Executives see great potential for value from adoption

Thinking about Social Employee Relationship Management <span class=”“> – Annotated

“Yeah, I just coined the phrase Social ERM – and I take this off from the concept of Social CRM that Gaurav blogged about.

So what would Social Employee Relationship Management do?”

tags: humanresources SocialERM socialmedia engagement employeesengagement

• Energising and Retaining - Clearly employees who engage in social media in the work arena are excited by other rewards and recognitions than employees who are not vocal about their work.

Enterprise 2.0 conference continuing to evolve <span class=”“> – Annotated

E2.0 seems to be entrenched in the domain of the CIO and IT organizations. That’s a shame because it really does spread across many domains. Gautam Ghosh lamented the lack of attendees or speakers from the HR realm in a few tweets during the event. Yet many of the talks were certainly around employee behavior and engagement.

I have to be honest. There are many things that are still left unanswered this year. I didn’t expect solutions but I was looking for more thought on the following ideas:

tags: enterprise2.0 ROI privacy adoption communties maturity

• ROI -
  Surprisingly, I agree with Dennis
  Howlett. I don’t think people should be looking for a single answer or
  approach to figuring this out. What was being affirmed is that are some
  cases of ROI particularly in the external or public-facing environments,
  but very rare for internal enterprise 2.0 environments
• Adoption
  is about transforming human behaviors at work
• E2.0
  transformation teams even in large companies are small and understaffed

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.

Enterprise 2.0: Social Scorecards and Social Media Karma

“Rewarding badges and points systems on your intranet – social scorecards – could be the turning point for turning your enterprise 2.0 systems from a thing of work to a thing of play. Foursquare becomes Social Work and all the better for it. And don’t be surprised if Facebook comes up with some kind of Facebook Credits/Work Game scorecard integration. If you are new to these concepts you might like Verified Accounts and Leadership Badges or, more likely, The Role of Leaderboards in Online Communities.

Yesterday I attended the Sharepoint geekfest at The Hilton Sydney. I plonked myself down in the front row, iPad at the ready, to listen to Daniel McPherson (danmc) talk about socialising the business with Sharepoint. His company is ZevenSeas which wins points for having a cool name, I reckon.”

tags: badges, sharepoint, rewards, games, trust, socialscorecards, reputation, reputationmanagement, humanresources

• Gaming occurs when people want to climb the leaderboard and cheat – or at least don’t play within the spirit of the game – to get to the top.
• The Not Fair Brigade are always around. They will whinge, resign and sue if they don’t get their points that they deserve.
• That reminds me: tell HR and Legal what you are doing. Don’t stop because they have a fit, but keep them informed. Don’t be misled by the simplicity of these systems. They may well overturn the industrial revolution into a employee revolution. I kid you not.
• 

Getting to Enterprise Scale 2.0

“For first time conference attendees and particularly those not heavily involved in internal initiatives I found some bemusement about the core values of the technology solutions. Despite the rich product feature lists on the expo floor, tire kickers had a hard time understanding what core business values would accrue from purchasing and installing these technologies.”

tags: enterprise2.0, adoption, value, businessvalue, generationy

• Viral, grass roots adoption of low cost 2.0 collaboration was briefly all the rage before the world economy collapsed, typically flying under the radar before being cruelly stamped out by those whose management careers felt threatened by apparent self organization.
• The core problems businesses are interested in solving are fundamentally based on making more money: supposedly altruistic behavior ‘adoption’ is rife with psychological realities and hierarchy challenges which can actually make companies more inefficient.
• Our work life typically involves being told what to do and where to go to make it happen. We have some self organizational opportunities within certain management boundaries but historically most employees are not comfortable with experimentation within new, unfamiliar technologies.
• Obviously hopeful ideas that ‘young people’ coming into the workforce will work in the same way as they socialize is optimistic,

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

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

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

Enterprise 2.0: reducing information asymmetry in 21st century organizations.

tags: enteprise2.0, strategymaps, bsc, balancedscorecard, information, informationmanagement

A rose (or community manager) by any other name

“In my opinion, this is a question of tripartite semiotics. The Community Manager debate concerns three linguistic issues:

· the semantic question: what is the relation between the words community and manager and the concepts they denote? In what way does the word signify the meaning, and is that relationship standardized or generally accepted?

· the syntactic question: what is the relation between these two terms? How is the meaning affected by putting them together? In what way do these terms interact with the formal language structures in which they are used?

· the pragmatic question: what is the relationship between the words and the people who use them? What impact does the term Community Manager have when it is used within different communities and contexts?”

tags: communitymanagement, semiotics, syntactic, meaning

• This is what is happening with Community Managers. Yes, manager has a hierarchical connotation. But increasingly, Community Manager is not understood as community + manager. It is becoming a signifying unit, a term or tag associated with corresponding ideas, of its own.
• I grant that this is a gradual process and that Community Manager will remain an uncomfortable term for some people. And if you would rather call these positive agents Community Enablers or Community Leaders or Community Hedgehogs, that is your decision

Intranet, Web 2.0, Enterprise 2.0

tags: intranet, enterprise2.0, intranet2.0, web2.0, socialnetworking, collaboration, governance, hierarchy, infrastructure

“Business Applications and Collaboration Platforms Should Be Linked”

“That phrase stood out like a beacon for me in the Social Media: Cultivate Collaboration and Innovation whitepaper posted yesterday by the Cisco Services Group that referenced the results from a study conducted between April and September 2009 with 97 businesses across 20 countries to understand how organizations use social networking and Web 2.0 tools to collaborate outside traditional organizational boundaries, and along with changes in culture and process, can drive business model innovation. To support that statement, I quote:”

tags: collaboration, businessapplications, integration

• We’re looking to create a collaborative platform integrated into our business processes…because you can’t have the two decoupled.”
• To unleash maximum potential, business and IT must work together to refine social networks, so that they are secure, integrate into corporate information systems, and support work processes to deliver business results.
• In the end, organizations need to understand the relationship between business, process, culture, and technology, and how each area can catalyze collaboration to drive optimal performance and business success.

How to evangelise Enterprise 2.0 without being called BS

“I’ve been thinking about this Scott Berkun article for a while : Calling Bullshit on social media.

This is a question I’ve always asked myself whenever preparing a blog post or a presentation on Enterprise 2.0.

Sameer Patel defines Enterprise 2.0 as the enterprise state once it has implemented social media inside the organisation. So we’re spot on the topic, and the question is how to make sure we don’t get carried away and start BSing while evangelizing enterprise 2.0 ?

Ten questions to ask yourself while preparing your homework to make sure you don’t get caught by the @berkun and the @dahowlett of this 2.0 world … And Hypertextual ten answers to convince myself I am not that BullshitCallable.”

tags: enterprise2.0, evangelization

Web 2.0 at Cisco

tags: web2.0, enterprise2.0, collaboration, CISCO, casestudies, knowledgesharing, ROI, value, valuecreation

“Libérer l’initiative dans l’entreprise permet d’améliorer la performance financière”

“Isaac Getz, professeur en innovation à l’ESCP, a reçu le prix Syntec Conseil en management pour avoir décrypté “une forme d’organisation des entreprises peu répandue mais qui permet aux sociétés d’afficher des résultats supérieurs à leurs concurrentes”. Ce mode d’organisation qu’il appelle “Liberté SA” (Freedom Inc. en anglais) est censé favoriser l’auto-motivation des salariés. L’idée du chercheur étant que “des employés responsables et libres de décider sont plus productifs”. Les entreprises ainsi organisées sont plus performantes ou plus rentables que leurs concurrentes, notamment grâce au surcroît d’implication des employés et à la réduction de l’absentéisme, selon lui. “

tags: management, empowerment, organization, productivity, hierarchy, financialperformance, initiative, autonomy, isaacgetz

Mentoring Millennials – Harvard Business Review

“Millennials view work as a key part of life, not a separate activity that needs to be “balanced” by it. For that reason, they place a strong emphasis on finding work that’s personally fulfilling. They want work to afford them the opportunity to make new friends, learn new skills, and connect to a larger purpose. That sense of purpose is a key factor in their job satisfaction; according to our research, they’re the most socially conscious generation since the 1960s.”

tags: generationy, millenials, humanresources, mentoring

Comparing Collaboration and Social Networks

The objectives and intensity of collaboration networks and social networks are almost entirely different. This key distinction leads to the manner and means of networking that that are indeed different. Sure enough, there is some overlap between the two types of networks but this is neither an imposing nor a driving fact.

tags: collaboration, socialnetworking, collaborationnetworks, socialnetworks

The Social Enterprise

“As you can easily imagine, the point that concerns me most is the fact that you can not really make Social CRM works (but the same could be said for good social media marketing initiatives) if you are not ready to involve the entire organization, preferably before even starting with social media. Doing this requires an Enterprise 2.0 and a structure that maps external communities to appropriate internal interactions in order to socially produce the best answers and to implement smoothly/profitably the insights from the market.

Starting from the inside has also the effect of connecting different silos, helping them to trust each other and to gain the necessary sensitivity, beginnig to work together for the external community without necessarily waiting for the entire organization to evolve in a manner consistent with the needs of social media .”

tags: enterprise2.0, socialcrm, customers

The Social Enterprise

“As you can easily imagine, the point that concerns me most is the fact that you can not really make Social CRM works (but the same could be said for good social media marketing initiatives) if you are not ready to involve the entire organization, preferably before even starting with social media. Doing this requires an Enterprise 2.0 and a structure that maps external communities to appropriate internal interactions in order to socially produce the best answers and to implement smoothly/profitably the insights from the market.

Starting from the inside has also the effect of connecting different silos, helping them to trust each other and to gain the necessary sensitivity, beginnig to work together for the external community without necessarily waiting for the entire organization to evolve in a manner consistent with the needs of social media .”

tags: enterprise2.0

DSI et DRH, de la méfiance au rapprochement

“« Les DSI et DRH seront souvent une même personne parce que toutes les opérations seront conduites ou coordonnées par l’informatique. » Cette prédiction du Dr Wilhelm Bauer, directeur de masters à l’université de Stuttgart, conclut l’étude « L’avenir au travail », menée par le cabinet Future Foundation pour le compte de Google. Elle s’inscrit dans la partie prospective : l’entreprise en 2020.”

tags: hr, IT, ITdepartment, collaboration

• Un grand compte qui a déployé un réseau social d’entreprise explique ainsi avoir remplacé le libellé “expertises” par “centres d’intérêt” par peur d’un blocage de la part de la DRH. La gestion de l’expertise fait en effet partie de ses prérogatives, et il n’est pas certain, par ailleurs, qu’elle aurait accepté l’idée de l’auto-déclaration.
• Les DRH doivent porter les projets collaboratifs, car ils impactent les usages et le management
• e rôle de la DRH va devenir plus central et les DSI vont redevenir DSI & Organisation. Il est indispensable que les deux entités soient jointes ».

Creating a Typology of Enterprise 2.0 Use Cases

tags: enterprise2.0, collaboration, socialnetworks, typology

“What to do When Process Modeling Doesn’t Work”

“What to do When Process Modeling Doesn’t Work”

tags: process, processmodeling, bpm, adhoc

Managing the Sales Process when the Buyer is in Charge

“Here are several tips for building and managing a buyer-centric sales process.”

tags: sales2.0, sales, marketing, leadgeneration

• Teach your prospects. Give them something unexpected. Help them do their jobs, or lead their lives, easier, better, faster. Become a trusted source of information not about what you’re selling, but the outcome it enables and represents
• The right buyers want what you’re selling. They want to remain in control. They will make decisions based on their own criteria, not yours
• You need to become an active part of the community in which your buyers exist, and you need to do it by participating as a peer, not as a seller.
• If you make the sale, provide a product or service worth talking about, enable your customers to become sellers on your behalf.

De l’usage des médias sociaux dans les environnements business to business : Entreprise Globale

tags: socialmedia, B2B, marketing, communication, innovation, crisiscommunication