• Why IBM Could Be Bigger Than Facebook in Social Media <span class="“> – Annotated

  “Fathoming a new product from IBM via a launch event is like trying to understand the ocean by watching a wave. Nonetheless that was my task, swimming through the presentations and ultimately landing an interview with Jeffrey Schick, IBM’s VP of Social Software. Drenched in the vision Schick shared for the IBM Customer Experience Suite, it occurred to me that IBM could end up being more important to the business use and monetization of social media than Facebook.”

  tags: ibm customerexperience socialmedia facebook monetization organization competitiveadvantage

  • By taking the capabilities they’ve created for big
    companies and putting them on the cloud, smaller businesses may indeed
    be able to leverage these services and according to Schick, “easily
    create a community that would allow them to invite their clients and
    engage them.”
  • Schick expects that “people can get genuine business value [from it].”
    While dialog is important, all of this, according to Schick, “is done to
    drive revenue, to create better customer satisfaction and gain some
    competitive advantage.”
  • Businesses of all sizes need to think social across their intranets,
    extranets, the internet itself and the emerging mobile marketplace
  • Regardless of your business size, IBM’s big move into
    social software should be a clear indication that every business needs a
    broad-reaching social strategy not just a Facebook fan page!

• The Collaborative Organization: How to Make Employee Networks Really Work <span class="“> – Annotated

  “The traditional methods for driving operational excellence in global organizations are not enough. The most effective organizations make smart use of employee networks to reduce costs, improve efficiency and spur innovation. “

  tags: networks socialnetworks costs costreduction efficiency innovation operations collaboration connectivity performance engagement report stakeholders alignment networkanalysis socialnetworkanalysis

  • CIOs often try to address these challenges by relying on the same managerial tools they use to pursue operational excellence: establishing well-defined roles, best practice processes and formal accountability structures.
  • The key to delivering both operational excellence and innovation is having networks of informal collaboration. Within IT organizations in large global companies, we have seen that innovative solutions often emerge unexpectedly through informal and unplanned interactions between individuals who see problems from different perspectives.
  • • Executives should analyze employee collaboration networks to discover how high-performing individuals and teams connect.
    • Networks should be designed to optimize the flow of good ideas across function, distance and technical specialty.
    • Network analysis can show where too much connectivity slows decision making.

  • Attain benefits of scale through effective global collaboration: Organizations can construct teams to leverage diverse expertise and drive adoption of new ideas across geographies. By carefully studying collaboration challenges across functions and geographies, they can identify gaps and enhance connectivity and best practice transfer in targeted ways.

  • Drive work force engagement and performance: Uncovering the network characteristics of high performers can show employees who play similar roles how to improve their own performance. It can help leaders identify the individuals who energize the organization and how to leverage their contributions.

  • Align collaborative with business partners and external stakeholders: CIOs need to know how effectively their units serve the needs of business stakeholders. By creating a detailed map of the existing cross-departmental relationships, they can see where innovations are occurring, where sufficient support is being provided and where investments should be made.
  • Minimize network inefficiencies and costs: Although collaboration is often seen as a virtue, too much collaboration at too many organizational levels can be a negative. It is important to reduce network connectivity at points where collaboration fails to produce sufficient value.

• Middle Managers Spread Thin as Organizational Structure Flattens <span class="“> – Annotated

  “Finding structural efficiencies by expanding spans of control has become a necessity in the current economic climate. However, the i4cp study shows that flattening organizational structure doesn’t necessarily result in a competitive advantage. While there are advantages, organizational restructuring may lead to greater stress, disengagement and burnout among middle managers.”

  tags: management organization middlemanagement flatorganization control hierarchy reporting

  • Over 35% of managers in large companies already have 11 to 25 employees reporting to them, and 75% of companies expect those numbers to rise or remain the same in the future.
  • Middle managers are often the hardest hit since expanding spans of control at multiple levels of the organization exponentially enlarges the number of people they are both directly and indirectly accountable for managing. Middle managers, the key players for successful strategy execution, “report dramatically lower levels of contentment than their more senior colleagues do, as well as less of a desire to stay with their current employers,” according to a 2009 McKinsey report.

• Spigit Blog <span class="“> – Annotated

  “In Three Enterprise 2.0 Themes You Should Be Watching in 2010, I argued that the world of social software would bifurcate into:

  1. General collaboration suites that replace intranets and portals
  2. Specialized applications that deliver tangible value around a specific activity”

  tags: enterprise2.0 value innovation crowdsourcing collaboration emergence emergentcollaboration structuredcollaboration

  • In the second item, it’s a case of clear intent. Applying social principles to solve tangible issues for organizations. The applications are designed with deeper domain features to deliver results.

    But in some cases, you’re seeing vendors pursuing a “we-can-do-everything” approach, loading up their application with features addressing disparate business needs. A case of being betwixt and between.

  • Going back to the characteristic of “specific social intent”. The corollary to that is that if you’re a product firm delivering around a specific intent, it becomes quite clear:

    • What “job” organizations and people are hiring you for
    • What practical issues people are running into
    • What your company’s development path should be

• Entreprise 2.0: personnalisez pour vaincre la résistance! <span class="“> – Annotated

  “en voulant intégrer toutes les fonctionnalités 2.0 dont les blogues, les wikis, les réseaux ¨sociaux¨ internes, le tagging, les mashups ou les idéagoras, on pose pour les entreprises les problèmes du contrôle de l’information, de la liberté d’expression, de la protection des données stratégiques et par le fait même, de la sécurité. On ne s’adresse pas seulement à un enjeu technologique mais bien un enjeu¨systémique¨, car quand on planifie des modifications 2.0, on vient toucher l’ensemble de l’écosystème intranet d’entreprise, tel qu’illustré dans ce diagramme publié récemment par l‘Observatoire de l’intranet en France”

  tags: intranet intranet2.0 systemic technology management processes customization collaboration operation

  • 
  • 
  • Donc, trois niveaux personnalisés de communautés: 1- de pratique 2- d’intérêt et 3- de projet. Ces trois niveaux sont eux-mêmes intégrés dans les quatre niveaux supérieurs de personnalisation que sont: 1- mes infos. 2- mon profil 3- mon groupe et 4- mes outils et qui eux, répondent à trois autres niveaux ultimes de personnalisation et qui servent à définir tout individu au sein d’une organisation: moi en tant qu’employé, moi dans mon groupe et moi dans mon entreprise.

• The Content Economy by Oscar Berg: Great resources for understanding the social workplace

  tags: enterprise2.0 report collaboration adoption performance businessperformance whitepaper socialmedia socialnetworks

• Organizations 2.0 – Intersection of Enterprise 2.0 and Organization Development: Business benefits of Enterprise 2.0 #e20

  “1. Companies that widely harnessed social software (best-in-class) took on average 11 hours to bring a response team together for a key business threat, while industry average companies took 113 hours and laggards 105.
  2. Best in class companies took five months to complete key strategic projects, while industry average companies took 8 months and laggards a staggering 14 months.
  3. Best-in-class companies saw a 36 percent decrease in time to enact key business changes based on customer feedback, while laggards experienced a 17 percent increase.”

  tags: socialsoftware enterprise2.0 organization productivity benefits performance businessperformance

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• Il est impossible de rester concentré plus de 12mn sur son travail sans être interrompu <span class="“> – Annotated

  ”
  Concrètement, « le temps de travail des Français est de plus en plus morcelé. Dominés par l’informatique et les télécommunications, les salariés sont sollicités en permanence par la messagerie interne, les messages instantanés, les appels téléphoniques, les SMS et toutes sortes d’alertes. »
  “

  tags: interruption interruptivity email socialnetworks work interactions

  • • 93,3 % des Français passent plus de 4h par jour sur leur ordinateur (70 % + de 6h)
    • 70 % déclarent utiliser leur ordinateur pour gérer leurs affaires personnelles au bureau
    • Plus d’1 Français sur 2 se connecte à des réseaux sociaux durant ses heures de travail 
    • Près d’1 message sur 3 revêt un caractère non professionnel
    • 75 % avouent interrompre leur travail pour regarder le contenu d’un nouveau message qu’ils viennent de recevoir
    • Pour plus des deux tiers des Français, ce qui est urgent passe avant ce qui est important, et 25 % des sondés estiment ne travailler que dans l’urgence
  • Le travail devient une interaction

    Bien entendu, être interrompu à cause d’un contact (peu importe le moyen) n’a rien d’exceptionnel au travail, et est même recommandé. Cela fait partie du travail en somme. « La conclusion de notre étude est simple mais d’une portée étonnante : l’entreprise est de moins en moins un lieu de production au sens classique du terme. Le travail devient une interaction, un échange, un dialogue permanent. L’entreprise favorise et exige cette interactivité dont elle fournit les outils. Cette évolution est profonde et pourrait bien changer fondamentalement notre relation au travail, son organisation et ses valeurs » commente ainsi Jérôme Anrès, PDG de Sciforma.

• Command and control culture in IT must end <span class="“> – Annotated

  “A panel of CIOs, academics and industry experts has urged IT departments to adapt or risk falling foul of business. The panel, comprising speakers who will be presenting at the 360°IT event later this month have warned that IT departments could become extinct if they are unable to support technology-savvy users using their own IT rather than corporate-approved systems.”

  tags: CIO IT ITdepartment security consumerization risk riskmanagement

  • He says, “In the public sector, there is a belief that you can control information. In social media there is very little control. We need situation awareness.”
  • All technology needs to be secured, not locked down
  • In practical terms, Longbottom recommends that the business defines a risk profile then builds a taxonomy for the information it creates and uses.
  • The consumerisation of IT will mean these standards need to be granular, such as approving the iPhone or Android application programming interface, rather than stipulating a corporate IT-approved product like Internet Explorer.
  • For instance if it takes 15 minutes to log onto a virtual private network (VPN) and the VPN is used every day by 100,000 staff, the real cost to the business is 25,000 hours or 2.85 man years.

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• Bill Kutik on HR Collaboration Options <span class="“> – Annotated

  “The Human Resources world is the ‘Rodney Dangerfield‘ of the executive suite, says Bill, and doesn’t get enough respect…partially because HR gets caught up in the important but time consuming world of enforcing compliance at City, State and country levels. While the CFO’s team keeps the financial records straight, HR has responsibilities for all other aspects of staying on the right side of the law.”

  tags: humanresources compliance collaboration strategy humancapital IT talentmanagement talents

  • HR gets a lot more respect for thinking strategically around key advantages such as ‘how do we use our people to attain the strategic objectives of the company?‘ and this is made possible with modern Talent Management Suite applications
  • In order to manage talent holistically these tools, if used, will help to diminish conflicts between HR, IT and Line of Business.
  • he plethora of online options for interacting and collaborating more effectively may be in place, but this doesn’t mean the professionals in the space, in this case buried in compliance requirements, are going to understand the value of investing time and money in them within their business context.

• Is Enterprise 2.0 the neuro-organization? | <span class="“> – Annotated

  “Parallels with todays corporation? The neo-limbic looks like the corporate culture and the processes, whether they are explicit or implicit. The PFC looks like the collaborative and collective potential – when there’s a whole world of talents and knowledge to mine and the power of connections to leverage. The former runs our organizations, the latter may have hints for innovating and solving pervasive issues – though not fully sure how to use it, not sure where it will lead.”

  tags: enteprise2.0 brain culture processes collaboration problemsolving innovation adaptability networking

  • Back to our comparison, a conjecture would be that the enterprise has to get ready to welcome what may come from collaboration initiatives, and get the most of it. That is, without planning ahead what the result should  be, or how it should work. Just wait and see. And, it has to feed it with real and serious problems.
  • ? Probably one very important ingredient is a culture of change. Because whatever situation you address, there will always be a new and more complex one coming. The power of connected people needs to be tapped, but not tamed: new forms of collaboration, new forms of collective intelligence have to be fed with new issues.
  • The corporation does not age, but it can eventually die. It may become rigid, make errors in terms of adaptation, and then collapse – most corporations expire before they reach 40 years old[ii]. And in these times where everything accelerates, it is more than urgent to cultivate adaptability, even if it means welcoming uncertainty as a resource.

• The world of web 3.0 and the changing role of HR

  tags: humanresources web3.0

• EyeforTravel: Understanding the Top 5 Travel Distribution Trends <span class="“> – Annotated

  “Where is the travel sector headed? Which areas of distribution are going to see maximum growth? How is the whole travel planning, booking and in-destination process changing for the travellers? What is the role of technology and gadgets for additional sales channels and driving customer loyalty in the time to come?
  Susan Black (pictured), Co-Founder at The Black & Wright Group “

  tags: socialmedia travel travelindustry airlines socialcrm mobility marketing communication strategy

  • Ypartnership stated that mobile devices are destined to play an
    increasingly important role in the distribution and sale of travel services
    in years ahead
  • The
    industry believes that the obvious next big thing will be in the mobile
    space, going from where we’re at now –which is largely access and research
    – to a full-service booking path available directly from your device
  • We can’t ignore the size of social media,
    and its potential to help users engage with our brands, but it needs to
    be seen differently to the more transaction focused marketing channels
    – it’s a dialogue, not a broadcast.
  • For
    her part, Susan social media platforms are indeed very legitimate channels
    for travel companies – but – many travel companies are going headfirst
    into these channels without a developed strategy; without specific plans
    to measure what matters to them, based on the strategic goals; without
    sustainable tactics; underestimating the bandwidth, expertise, and cost
    associated with maintaining a robust social media presence; and finally,
    without a true sense of dialogue, that is the very essence of this channel.
  • Social
    media as an effective customer service and sales platform has yet to be
    proven, because it is still in its infanc

• Mining social networks: Untangling the social web <span class="“> – Annotated

  “Companies can spot these influencers, and work out all sorts of other things about their customers, by crunching vast quantities of calling data with sophisticated “network analysis” software. Instead of looking at the call records of a single customer at a time, it looks at customers within the context of their social network. The ability to retain customers is particularly important in hyper-competitive markets, “

  tags: socialnetworks socialnetworkanalysis customer retention mining

  • IBM, the supplier of the system used by Bharti Airtel, says its annual sales of such software, now growing at double-digit rates, will exceed $15 billion by 2015
  • Ellen Joyner of SAS, an analytics firm based in Cary, North Carolina, notes that more and more financial firms are using the software to uncover fraud. The latest version of SAS’s software identifies risky borrowers by examining their social networks and Internal Revenue Service records, she says.
  • The police department of Richmond, Virginia, has pioneered the use of network-analysis software to predict crimes.
  • Network analysis also has a useful role to play in counterterrorism. Terror groups are often decentralised, so mapping their social networks is akin to deciphering “a big spaghetti picture”, says Roy Lindelauf of the Royal Dutch Defence Academy, who develops software for intelligence agencies in the Netherlands
  • The capture of Saddam Hussein in 2003 was due in large part to the mapping of the social networks of his former chauffeurs, according to Bob Griffin, the chief executive of i2, a British firm which developed the software used in the manhunt.
  • Diplomatic services can use this information to help ideas spread. Brian Uzzi of Northwestern University in Evanston, Illinois, who advises intelligence agencies on democracy-promotion analytics, says diplomatic services are mapping the “tipping point” when ideas go mainstream in spite of government repression.

• Grandeurs intangibles, mesures qualitatives

  “Ce dossier est une forme d’introduction à la thématique.
  Au programme pour cette première version :
  - Mesure des intangibles
  - Exemple de mesures qualitatives”

  tags: intangible intangibleassets measurement metrics qualitativemeasures

• Les talents français moins intéressés par la formation 2.0 que les autres ?

  “Les collaborateurs français seraient-ils les plus résistants aux-(nouvelles) technologies ou les moins bien informés des nouvelles pratiques de formation 2.0 ?”

  tags: hr2.0 training enterprise2.0 socialmedia e-learning seriousgames

• The Business Case for Enterprise Social Bookmarking: $4.6 Million a Year in Cost Savings! <span class="“> – Annotated

  “Not sure what you would think, but I strongly believe that social bookmarking and social tagging are still an important and rather critical part of a successful Enterprise 2.0 adoption strategy. I would even go one step further and state that social bookmarking / tagging are probably essential key elements behind the social computing philosophy altogether. Yet, it’s interesting to see how they both keep getting neglected time and time again, when they are just so critical. I mean, can you imagine … having your business put together and create a massive index of must-have links with annotations and tags across the board that would help you re-find content much much easier than through just the traditional taxonomies? No, neither could I.”

  tags: enterprise2.0 adoption socialbookmarking tagging knowledgesharing

  • Over the last few years we have been using Lotus Connections’ Dogear (Now renamed as Bookmarks), where we have been storing over 1 million public bookmarks (Over 640k of them unique!), and with over 2.7 million tags (Over 177k of them unique as well!) of annotated content that we have bumped into out there on our Intranet, as well as externally. That’s just not too bad, is it? Well, it gets better…
  • Not only did the perception, from knowledge workers, of the corporate search engine changed dramatically, but it also managed to save IBM $4.6 million a year in cost savings and productivity gain.

• A World Without E-mail: One Man’s Vision of a Social Workplace <span class="“> – Annotated

  “Luis Suarez has a dream, and it’s one that many of us with our overloaded inboxes could well buy in to — a world without e-mail.

  In fact, it could be argued that Suarez is living the dream. In less than three years, he’s been able to reduce 90% of his incoming e-mail by communicating through social software, and he works full-time for IBM while living in the Canary Islands. The last six years of his 13-year IBM career have been spent working remotely from Gran Canaria, a place which he describes as “a paradise island,” and not just because his boss is 6,000 kilometers away.”

  tags: email IBM luissuarez informationoverload infobesity remotework

  • “As a remote employee, I’m wanted to prove to everyone that I could keep working for the company without using e-mail, relying almost … exclusively on social software tools to communicate daily with my team members.”
  • This is his proof, he says. The numbers show that social software isn’t about adding more work and stress, but looking for smarter ways to get the job done.

  • 1. Don’t Reply

    ---

    If you want to stop receiving so much e-mail, the number one rule is don’t reply to it. The more you reply, the more you will get bac

  • 2. Study Your Inbox

    ---

    Next, study your inbox. Evaluate the kind of personal interactions that are taking place there. For example, you may find out that you subscribe to a hundred newsletters and you don’t read any of them

  • 3. Tackle One Area a Week

    ---

    After you’ve evaluated you intake, slowly move one of those groups away from your inbox. Don’t try to cover them all in one go, because it will be too much.

    One week, unsubscribe from newsletters and try and find alternative sources such as a feed reader or relevant Twitter accounts.

• IT in the Age of the Empowered Employee <span class="“> – Annotated

  “The same is true in the way employees are harnessing consumer technologies — social, mobile, video, and cloud. They’re improving how they do their jobs and solving your customer and business problems. And it’s not just a few employees; it’s a critical mass of employees. In a survey of more than 4,000 U.S. information workers, we found that 37% are using do-it-yourself technologies without IT’s permission. “

  tags: IT security socialnetworks customerservice CIO HERO empowerment

  • As a CIO with business acumen, Hambling understood that he and his IT organization needed a new contract with business managers and employees that allowed him to help with technology solutions while sharing the responsibility for business risk with employees and managers
  • They’ve also embedded IT staff directly into the cubicle farms of business employees; they’ve built innovative solutions with teams comprised of business and IT employees; they’ve created applications that empower employees to understand global risk through a familiar interactive map. They created a new contract with business managers and employees that gives IT professionals a place in the business.
  • Employees need to step up and behave responsibly (which means HR needs to be involved). Business managers need to roll up their sleeves and learn enough about the technology to understand the potential risks. (Managers also need to encourage and reward experimentation.) IT needs to assess and mitigate technology risk. And that means IT staff need to be much closer to business employees and activities so that they can help with technology platforms

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