• Systems Intelligence, Serendipity and Listening for the Better Decisions

  “I’ve earlier blogged about how I find intuition and seeing the value of the tacit knowledge as very interesting perspectives for the decision-making. As social business and new ways of working are now changing the organizations and the entire business landscape, and further adding to the complexity – I’ll find it even more interesting to study decision-making and how understanding is created.”

  tags: socialbusiness decisionmaking leadership uncertainty unpredictability serendipity

  • • Way of Thinking, very simplified: Logical, analytical leaders are processing information serially versus intuitive and creative ones perceiving things as a whole.
    • Tolerance for Ambiguity, again simplified: some of us have a high need to structure information in order to minimize ambiguity, while others can process many ideas and thoughts simultaneously.
  • Analytical types have a better tolerance for ambiguity than the “traditional” directive decision-makers. An analytical type of leader usually search for more information and alternatives than directive ones.
  • Leaders applying the conceptual style in decision-making are often considering many alternatives out of broad perspective. Additionally they take a longer term perspective. This style gives most room for creativity, the authors claim.
  • The forth style, behavioral style, is the most receptive for suggestions from others, peers and subordinates, and leaders of this style love the meetings! They are also trying to avoid conflicts and find a consensus.
  • “We need to move forward boldly and make decisions despite incomplete information… but also be prepared to change our path. It’s easy to just shut down when faced with an environment in which you can never be certain or absorb all the information available. But if you are a leader, you need to accept the uncertainty and move forward anyway. “
  • When both systems are active, there’s a room for intuition, interaction and emotions – and for better understanding and decision-making.
  • When I saw the decision-style model I was right-away thinking about replacing the Tolerance of Ambiguity into the Level of Embracing Serendipity.
  • The third association I got is the value and importance of listening in decision-making,
  • I found the fifth one, his RASA model, beautiful and absolutely something every one of us should apply in our daily life and the decision-making situations. Acronym RASA comes from Receive, Appreciate, Summarise, Ask – and these four verbs should be part of our personal decision-making, learning processes, and leadership.

• Capability Maturity Model Integration

  “Capability Maturity Model Integration (CMMI) is a process improvement approach whose goal is to help organizations improve their performance. CMMI can be used to guide process improvement across a project, a division, or an entire organization.”

  tags: maturitymodel CMMI carnegieMellon

  • 

• Time for a ‘Maturity Model’ for Social Enterprises

  “Now. IDC has proposed a similar approach for social enterprise development, called the Social Business Maturity Model, which is intended to help companies that are growing in their adoption of social business and want to optimize their use of social tools.

  IDC’s Social Business Maturity Model consists of 5 stages:

  Experimentation
  Compartmentalization
  Integration
  Operationalization
  Optimization”

  tags: enterprise2.0 maturitymodel socialbusiness

• La transmission des connaissances à l’ère du 2.0

  “Les blogues, les forums de discussion, YouTube, Twitter: on ne compte plus les outils où il est possible de partager ou de puiser des informations sur un sujet donné. En cette ère du web 2.0, trouver réponse à ses questions n’a jamais été aussi facile. Imaginez maintenant ce modèle transposé dans votre entreprise et plus particulièrement dans le secteur des ressources humaines.

  Hélas, trop peu de gens d’affaires ont compris que cette révolution technologique leur est offerte. Et parfois à très peu de coûts. Bien sûr, le parrainage, le mentorat et les autres formes d’accompagnement sont là pour rester en matière de formation et de transmission de connaissances.”

  tags: learning enteprise2.0 communities hydroquebec casestudies

  • C’est ainsi qu’aujourd’hui, Hydro-Québec a centralisé l’ensemble de ses unités de formation. Fini l’époque où tout le monde devait se déplacer vers une salle de classe. Dorénavant, les formations se font à distance. «C’est beaucoup plus efficace. Et il n’y a plus de temps improductif lié entre autres aux déplacements. Ça peut représenter une économie de 25% à 30% dans les budgets de formation de l’entreprise
  • Des blogues, des forums de discussion et même des vidéos sont maintenant à la portée des employés d’Hydro-Québec par l’entremise d’un intranet qui n’en finit plus de s’enrichir. «Nous avons créé une sorte de GPS pour les connaissances. Et bien souvent, ce sont des initiatives de nos employés. Par
  • la société d’État comptera près de 1000 départs à la retraite par année au cours des cinq prochaines années. «Nos coûts de formation et de transmission de connaissances allaient donc augmenter. Nous avons plutôt choisi de les réduire en mettant en place les bons outils. Et nous n’avons à peu près pas investi d’argent; tout a été fait avec le temps qu’on aurait mis ailleurs», dit-elle.
  • L’enjeu, ce n’est plus d’avoir accès à l’information, c’est de lui donner du sens

• Microblogging at Capgemini

  “A few years ago we launched a “microblogging” system called Yammer at Capgemini. Yammer is a private and secure enterprise social network that allows colleagues to hold conversations, read posts and actively collaborate with co-workers in real-time. It is contributing to the collective consciousness of the 25,000 people who subscribe to it, a consciousness that is continually shifting and updating, as those people constantly learn and share new experiences.”

  tags: casestudies capgemini yammer microblogging informationsharing socialnetworking governance management

  • A key challenge for us is how to keep our disparate colleagues up-to-speed, and able to benefit from all of our massive amount of in house knowledge in order to optimise delivering value to our clients. Does social networking provide part of the answer?
  • In large part it is about decentralising the information flow, to create greater collaboration from the outside in. Whereas previously information dissemination was all about the centralised business and knowledge management, social networking has caused a shift in the way we communicate: it’s about an event, a topic, a specific information need at the point of service delivery, such as on site at a client facility.
  • It is those consultants at ‘the edge’ who are posing the questions and using Yammer. They’re encountering a lot more variability in what they’re being asked to do than perhaps those at the centre of the organisation who are driving the more structured approach of our business to the market.
  • Equally threads may link to and tell others that the required information is in the Capgemini Knowledge Management system, the social networking integrates to the other tools.
  • There are three distinct groups of users within Capgemini: hugely active; regular Yammers; and listeners.
  • Social Networks fail without a core group making them active and interesting, yet all to frequently this core is seen as too dominant and limiting therefore allowing an unenlighted management to state that a pilot is unsuccessful as the active numbers are too low
  • Problem solving is the biggest area of usage,
  • We have to adhere to a few controls put in place to safeguard client information and competitive intelligence. As social environments change so fast, a traditional set of governance policies would strangle the benefits of flexibility
  • Usage tends to be self governing, so if someone Yammers with information they shouldn’t, other users will urge them to stop.
  • Understand the limits of technology. No single technology will ever meet the full array of needs that a large company. The evidence is that Yammer is good for solving specific problems, sharing information quickly, and generating immediate buzz on a topic. But it is not so good for other things
  • Management’s changing role. Consider the list of things that we use Yammer for: aligning activities, problem solving, information sharing, providing clarification. Now think about the things managers do for a living – and you quickly end up with a pretty similar list.
  • But the boundaries between social networking sites and corporate Intranets are blurring all the time, and Yammer is just one of many technologies that sit in this grey zone between the two worlds.

• Killing the status meeting and the next generation of productivity

  “Commentary – Right now, 60 percent of the US and Global workforce is made up of knowledge workers; it’s predicted by 2012 there will be a 6 percent difference between the demand and supply for information workers. Even today, with U.S. unemployment in the high single digits many companies struggle to hire qualified workers. These workers are expensive to hire, train and retain – and there are few proven methods to maximize their productivity. “

  tags: productivity knowledgeworkers meetings statusmeetings collaboration visibility statuses

  • The next productivity push will come from optimizing how information workers collaborate, communicate and complete their work
  • Information worker management is about orchestration, not micro-management. Hire, train and orchestrate using the right tools
  • . Rigid tracked-changes and chain-of-approval are giving way to fluid consulting and a focus on the end product.
  • Prudent management requires thoughtful use of resources – and when your resources are the minds of your people, optimization is not about speeding up an assembly line by having parts next to it
  • Status updates – via email, a meeting, a PowerPoint deck – kill productivity.
  • Information workers spend countless hours gathering information, preparing and presenting about their work rather than DOING their work
  • We all want to know the status, but we don’t have the time to waste building materials just to convey it. It should be conveyed by the work execution process.
  • Status meetings are the quality control of information workers – they happen after the product is created and are outside the natural process of doing the work.
  • Build visibility into the work process and not only will productivity go up, but this new data will allow you to plan for future work and devote resources more effectively.
  • Moving to the cloud is the fastest and most secure way to centralize information and create visibility into your organization.

• Procter and Gamble Minimizes Management Meddling

  “With not a little pride, Procter & Gamble CEO Bob McDonald and Filippo Passerini, his CIO, told Fortune Brainstorm conference attendees that digital investment had successfully transformed their company’s transparency and agility. New networks and innovative analytics gave top management greater visibility into Procter’s people, processes, and anticipated profits. These technologies were making the world’s biggest consumer products firm quicker, nimbler, and more responsive.”

  tags: procter&gamble management middlemanagement micromanagement enterprise2.0 socialbusiness hierarchy casestudies networks

  • The more just-in-time information top management could access, the more actively inclined they were to “help” their subordinates.
  • “We have fewer top managers now,” he said. P&G’s CEO reduced his company’s network-enabled propensity to meddle by cutting the number of top executives who could meddle
  • That’s contrary to net-centric clichés emphasizing how digital technologies hollow out middle management.
  • If leadership consistently uses networks to micromanage people and processes, then the firm probably has too many leaders
  • This isn’t about consolidating power; it’s about assuring that decision-making really does get pushed more deeply into the enterprise.
  • Too many companies see greater transparency and visibility as opportunities to super-empower their executive teams.

• Promoting the Purpose Driven Organization and Designing the Collaborative Enterprise

  “Deb mentioned that a key differentiator is employee motivation. I have recently seen research to support her position. For example, a study by consulting firm Blessing White found only 33 percent of North American workers engaged in their jobs. Further research has shown that low engagement levels have a proven negative impact on business performance. That would make sense. A study from HR consultancy Towers Watson found that organizations with high employee engagement had a 19 percent increase in operating income versus a 32 percent drop for companies with low levels of engagement.

  Deb said that one way to create engagement is with a clear sense of purpose for the organization. This was part of her keynote at the recent Boston Enterprise 2.0 Conference. She said that in the firms she has worked with she have found one single predictor of success. It is a sense of purpose. Even the best people are not successful without a sense of purpose.”

  tags: organization purpose purposedrivenorganization engagement collaboration

  • in a purpose driven organization, every conversation, every meeting is infused with “how do we get better at making this important difference
  • First there is creative collaboration that is intended to create something. It could be a product team, a legal team, a team responsible for an RFP, or a marketing launch. There is a specific goal in mind and this goal requires more than what an individual can provide
  • what we need to do to encourage such collaboration is make it easy for teams to form, communicate, get organized, contribute, aggregate and iterate on work
  • refers to connecting with a broader community – the organization as a whole, or even more broadly than that… The goal of this type of collaboration is to connect dots – find expertise and resources as you need them
  • ensure that whatever our endeavor, we are leveraging, to the greatest extent possible, the work that has been done already

• IBM consolidates social media for employees

  “To be successful on the intranet, social media (intranet 2.0) cannot work in isolation; successful social computing requires effective integration and change management.”

  tags: IBM Lotusconnections beehive intranet intranet2.0 casestudies W3

  • Beehive was isolated in a corner of the intranet (like many of its other social media tools), and not at all integrated into the complete employee intranet experience.
  • Today, the employee networking / intranet 2.0 experience is interconnected, and integrated into the main intranet – a single platform,
  • Some legacy applications such as Blog Central and Wiki Central are still in the process of being completely migrated, but the (r)evolution is underway.
  • Access to Connections is via a portlet, Connect & Share, on the IBM intranet home page, W3.
  • The most ambitious thing we are doing is our internal phone directory, Blue Pages, with around 600,000 entries (400,000 employees plus contractors, etc.). We’re in the process of migrating all of that into the profile components of Connections.”

• Digital Distractions and the Workplace:

  “Here is a recent study that reported digital distractions from Harmon.ie on what has become a major issue at work. It impacts both work and time outside work hours, often blurring the distinction between the two. “

  tags: attention distraction search

  • Two out of three users will interrupt a group meeting to communicate with someone else digitally,
  • Relatively few workers disconnect to focus on a task (32%) or during virtual meetings or teleconferences (30%), webcasts (26%) or lunch (12%).
  • Users reported getting sidetracked in email processing (23%), switching windows to complete tasks (10%),
  • Multiple devices on the desktop contribute to the problem, with 65% of respondents reporting that they utilize up to three additional monitors and/or mobile devices simultaneously
  • 68% of respondents reported that their employers have implemented policies or technologies to minimize distractions,
  • The #1 corporate strategy used to discourage digital diversion is blocking access to public social network
  • The user’s email inbox is the #1 location searched, with 76% of respondents reporting email as the first place they look.
  • The average user emails two or more documents per day to an average of five people for review, increasing email-based document volume by up to 50 documents per week. The fact that these attachments are stored on multiple local computers complicates the challenge of finding the latest document versions as well as merging feedback from multiple reviewers.
  • companies need to challenge the assumption that employees should always be available. Some people do their best work when they’re disconnected, and companies should create a work culture that encourages it.”

• Do You Have A Social Media Innovation Framework?

  “I want to answer 4 basic questions:

  My Business Purpose: Why am I pursuing this innovation?

  Pilot Structure: How can I execute it with the least amount of resources and commitments yet still achieve an appreciable, measurable result?

  Evaluation Model: What will my KPI’s be and how will I evaluate the value delivered from the pilot to my business

  Pilot Execution & Next Steps: how can I learn as much as possible while also driving towards business goals? “

  tags: innovation framework innovationframework KPI evaluation businessgoal goal socialmedia

• Adoption Strategies for Social Software « Dachis Group Collaboratory

  This post deals with adoption of social software in enterprises. It might echo with people that have faced problems in getting others to believe that their approach works. It promotes how to “get a feel” for success; rather than a measure of adoption. It’s in-house employees and veterans of the company that know how dispersed a deployment really is.

  tags: socialbusiness enterprise 2.0 adoption socialsoftware motivation processes

  • Whilst many things have been written about aficionados and early adopters, it’s critical to involve non-power-users for their insight into the maturity of a deployment. It’s those people that offer the most valuable and realistic view of adoption. Like slow-burning logs in a fire, they take some time to get going but eventually beam us through to a mature roll-out.

     

  • Making social actions accountable to verbs, is something I’ve written about before – they would make metrics look trustworthy and close to business goals. We’ve even seen ROI-driven approaches that might lead to better processes.
  • The ultimate goal is process-oriented sociality where critical business processes have been transplanted/forked at points where theprocess is designed to get better through collaboration. The outputs of such business processes being “better” or “quicker” is then easily judged. Results should be more pronounced in companies operating with rigorous processes already.

  • o identify missing components in the motivation of people who don’t use your system, consider the following:

     

    • Valence – the subjective importance of team goals for individuals.
    • Instrumentality – the perceived indispensability of individual contributions for the group outcome.
    • Self-efficacy – the perceived capability to fulfil the tasks required in a team.
    • Trust – willingness to rely on a person, group, event or process. This covers the expectancy of team members that their efforts will be reciprocated, and not exploited by other team members.
  • So the lesson is – don’t consider always doing a pilot first but give serious thought to a global rollout from day one. One of my clients did that for their social intranet with great results.

  • You will know when you’ve hit a wall when:

     

    • Your initial assumptions were wrong and you need to re-jig what you deployed.
    • You need to dive into specific teams and get the tool to fit their work pattern – or commonly, a work process. While finding out the details, try not to change the work processes of teams – they might realise and change it themselves.
    • Some people don’t have any use for your social software (rare).
  • People promoting social software internally are like entrepreneurs launching a product into a messy world. There’s no set paths that give you the best results

• Thinking about the economics of surplus.

  “In a world of limited resources, the path the wealth is to control the resources. What about in a world of surplus? I’ve been trying to understand the nature of surplus and how it impacts the digital age. So I’m going to share and ask for your thoughts too.”

  tags: scarcity surplus resources value economyofsurplus information knowledge knowledgeeconomy assets digitalassets digitaleconomy physicalassets virtualassets

  • Most digital assets can be shared in a manner that does not result in loss.  If I have a digital picture and email you the picture, then we both have the picture.
  • Digital assets are much more like virtual assets in this sense.
  • Ironically, people reverse their concept of theft when it comes to digital assets.
  • The information age has caused a surplus.  And this changes the value of code.  Whereas once it was important for me to protect the rare asset, now I feel encouraged to share more.

• Facilitating, leading, managing, hosting, community-ship

  “I celebrated Euan’s post by reviewing each point through the eyes of a Community of Practice facilitator. Prior to this I touched on one point called “follow the energy”, which is what the spirit of social business design or enterprise 2.0 is all about.

  A discussion on G+ led to points about control, managing, leadership, and facilitation; which Luis Suarez has kindly summarized.”

  tags: communities communitiesofpractices team teamwork leadership engagement communitymanagement communityship facilitation

  • Our software at work is called “Communities” as are many other vendors. This can be too narrow or misleading as lots of our so called “Communities” are not that at all, but instead work spaces, task spaces, etc…see here.
  •  I don’t create communities, I create online spaces!).

  • So what do I mean by an online community or shared interest/purpose group space?
    I think the “Community Roundtable” do a good job on their “Community Management Fundamentals” presentation:

     
    

     
    1. A common interest or context
    2. A sense of shared purpose and fate
    3. A common set of needs

  • Communities exchange to learn, workgroups exchange to execute”

  • …true communities form around a common interest in a topic Their purpose is not to create content…the content is a by-product of how the members interact in exploring their common interest. 

     

    CoPs don’t usually involve doing a task or deliverable, but the real key word in Kaye’s statement is the word “expectations”.

  • At work we don’t use the term community manager we instead use the term community facilitator.
  • And when it comes to online CoPs (even more so in the growth stage) facilitating is a more valuable skill than managing
  • the whole premise of communities leads to facilitating anyway, as most of what they are about is people coming together to celebrate a shared interest…it’s not so much about tasks and deliverables

• Talent, work and technology: Going Foursquare! Gamification of talent management

  “These systems are great options to develop leaders and managers supposed to fill the shoes of their elders, and continue with the same type of leadership and management models. Such systems have been extremely efficient in industrial-age corporations such as General Electric, Danaher, Valeo, …

  These systems have two important shortcomings : they are selective and static. Simply put, they lead to choose between two leaders or managers and they certainly do not foster innovation (innovative skills, behaviours, gems – see this hack).”

  tags: gamification talentmanagement humanresources humanresources2.0 management management2.0

  • these systems represent a major hindrance for organization evolution. They often result in HR teams having to work “around the system”. They also result in dissenters and alternative talents leaving the organization.
  • HR teams should analyze the recognition & engagement systems in social networks, that are specific to each social network focus (professional, conversational, friending, …). Such systems have been able, at the same time, to engage an ever increasing number of members while being able to make each individual stand out in regard of her/his particular abilities, friends, opinions, postings, …
  • Adoption of such a system should start where new social technologies and usage is high, but also in parts of the organization that are in dire need of innovation. Adoption of such a system is not a simple, unidirectional project. It is a continuous feed-back loop, in which new dimensions are added to the recognition system as new business, functions, geographies adopt the system

• Want to See the Future of Social Business?

  “There are executives who are social and there are executives who are anti-social. There are executives who do social well and executives that don’t. Some claim to be leading social organizations, and there are those that boast that they are not. There are executives who have thousands of followers, and there are executives that have none.

  There are social executives that say, “Trust me” or “Admire me,” that tweet, “Believe me” or “Look at me,” or that yell, “Follow me.” But there are very few executives, only a fraction, who are actually creating next-generation social experiences for their companies like Jeff Schick.”

  tags: socialbusiness IBM SPSS atlas analytics predictions sentimentanalysis sentiment socialnetworks Lotusconnections casestudies gamification socialanalytics Cognos

  • IBMs Social Business Stats

     
    

     
     

     

     

     

    Internal

    External

    17,000 individual blogs 1 million daily page views of internal wikis, internal information storing websites 400,000 employee profiles on IBM Connections, IBM’s initial social networking initiative that allows employees to share status updates, collaborate on wikis, blogs and activity, share files. 15,000,000 downloads of employee-generated videos/podcasts 20 million minutes of LotusLive meetings every month with people both inside and outside the organization More than 400,000 Sametime instant messaging users, resulting in 40-50 million instant messages per day 29,000 communities Over 25,000 IBM employees actively tweeting on Twitter Over 300,000 IBM employees on Linkedin Approx. 198,000 IBM employees on Facebook

  • The IBM Social laboratory is also using gamification and crowdsourcing principles to reduce the cost of internal projects.  Schick cited a language translation and localization effort for product manuals that typically cost the company millions. Yet IBM was able to significantly reduce the expense and increase accuracy by awarding points to employees who helped translate the documents.  Employees with the highest point totals earned money for their charities.
  • Social analytics is playing a huge role in not just making recommendations of content, people and communities, but in recommending what an organization need do to better its financial results.  By using Cognos Consumer Insight technology, we’ve got detailed insight into the interaction of people and content.”
  • Think of Atlas as both a map and periodic table of social elements, used to determine how people interact.  “It can mine who’s reading who’s blog, who is subscribing to who’s social bookmarks and who is subscribing to specific communities,” explains Schick, “It can identify and draw relationships between people and how they collaborate by analyzing instant messaging, Notes Domino, Outlook Exchange and other messaging solutions.”
  • When IBM integrates their Cognos Consumer Insight solution with IBM Connections, they are able to conduct sentiment analysis across their communities, blogs, activities, discussion forums, and micro-blogs to determine if projects are going well or not.  Add Atlas technology to the mix, and IBM can also analyze sentiment in email.  With that powerful concoction, predicting the viability of internal projects will get easier.

• What Apple Has That Google Doesn’t – An Auteur

  “One person is the Decider for final design choices. Not focus groups. Not data crunchers. Not committee consensus-builders. The decisions reflect the sensibility of just one person: Steven P. Jobs, the C.E.O.

  By contrast, Google has followed the conventional approach, with lots of people playing a role. That group prefers to rely on experimental data, not designers, to guide its decisions. “

  tags: Apple Google innovation decision decisionmaking hiring

  • The auteur, a film director who both has a distinctive vision for a work and exercises creative control, works with many other creative people. “What the director is doing, nonstop, from the beginning of signing on until the movie is done, is making decisions,” Mr. Gruber said. “And just simply making decisions, one after another, can be a form of art.”
  • “Steve Jobs is not always right—MobileMe would be an example. But we do know that all major design decisions have to pass his muster. That is what an auteur does.”
  • Google has what it calls a “creative lab,” a group that had originally worked on advertising to promote its brand. More recently, the lab has been asked to supply a design vision to the engineering and user-experience groups that work on all of Google’s products. Chris L. Wiggins, the lab’s creative director, whose own background is in advertising, describes design as a collaborative process among groups “with really fruitful back-and-forth.”
  • Google is an engineering company, and as a researcher or designer, it’s very difficult to have your voice heard at a strategic level,”
  • Apple Is a Design Company With Engineers; Google Is an Engineering Company With Designers.”
  • Mr. Villalba later wrote that he had no intention of leaving Teambox and cooperated to experience Google’s hiring process for himself. He tried to call attention to his main expertise in user interaction and product design. But he said that what the recruiter wanted to know was his mastery of 14 programming languages.

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

• “Le manager intermédiaire est le premier frein au télétravail”

  “Le ministre de l’Industrie, Eric Besson, a annoncé le 19 juillet le lancement d’une étude sur le télétravail en entreprises par le cabinet de conseil Greenworking. L’occasion pour L’Usine Nouvelle de revenir avec Olivier Brun, fondateur et associé du cabinet, sur cette mission. “

  tags: remotework management middlemanagement

  • Le télétravail connaît aujourd’hui un fort essor sous l’impulsion de la génération Y, des 25-34 ans : ils souhaitent un meilleur équilibre avec leur vie personnelle, tout en prenant le risque que le professionnel empiète sur le personnel
  • Mais le manager intermédiaire est le premier frein au télétravail. Un frein lié à une peur de l’abus, du litige et de ne plus pouvoir contrôler ses troupes. Le modèle managérial français est encore essentiellement basé sur le temps de travail et non sur le résultat, tandis que les anglo-saxons sont passés à un management par objectifs.
  • Le développement par l’exemple est moteur en accompagnement du changement
  • La satisfaction des salariés, chez Renault par exemple, est élevée. Réduction du temps de travail, meilleure vie familiale… meilleur temps de somme
  • S’extraire un ou deux jours de son lieu de travail par semaine ne cause pas de rupture du lien social, mais permet d’éviter la fragmentation

• You may not actually be a Community Manager – and that’s ok.

  “So, why do I think that Social Media isn’t Community Management?

  Simple – win scenarios. For most (not all) Social Media professionals, they “win” if they maintain a conversation with every person who touches a brand to personalize that brand and create an engaged audience.

  For most (again, not all) Community Managers, they “win” if they put themselves out of a job because their users are talking to each other (not just to the community manager), evangelizing the brand and defending itself to the point that the Community Manager is no longer needed.”

  tags: socialmedia communities communitymanagement

  • The metrics for both are different. The goals for both are different. The tools for both are different. The success factors are different. So why on earth do we keep calling them the same thing?

  • “The NY Community Manager will be responsible for launching all marketing plans for the new service (in soft test now with launch date set for July), to include social media, viral marketing, event marketing, etc.”

     

    Not a single mention of building an actual community, just talking and selling to an engaged audience.

  • If your job is primarily to talk to lots of people, you work in Social Media

     

    If your job is primarily to get lots of people talking to each other, you work in Community Management.

  • Either one is ok,  but mixing the two up can only be bad for all of us.

• Open Work: Using Social Software To Make Our Work Visible Again

  “This has led to a small but growing movement to make the workplace take on this issue, with the premise that traditional, pre-digital work processes tended to have more people directly in the loop, reviewing, editing, overseeing, and so on. Now too often, work takes place in digital silos that greatly reduce the human involvement, fails to capture much of the knowledge at all (something I call knowledge evaporation), and leaves little behind to learn from, build upon, or otherwise reuse. This is because older digital tools aren’t nearly as focused on discovery, collaboration, or network effects.”

  tags: socialmedia enterprise2.0 socialbusiness businessprocess process visibility visiblework agility openwork

  • 
  • it’s a process of narrating your work in a social forum and involving your co-workers, business partners, and customers to join you, as appropriate. Is it a formal process? No, not really. Is it repeatable and easy to do? Yes, with a little preparation. Are there people doing it today, and succeeding? Yes, it’s done all the time.
  • This is where agility and social business have much in common. In the end, being in frequent (some would say constant) contact with ones stakeholders makes for a highly aligned, mutually well understood, and jointly accepted work product.
  • For now, I’m referring to the combined concepts of observable work, narrated workflow, open collaboration, and working out loud, in the most generic sense as open work.
  • There are many success stories for open work, probably the best known being Alcoa’s case study delivered at the Enterprise 2.0 Conference a while back. There are others. I urge you to read McGee’s excellent Managing the Visibility of Knowledge Work for additional thinking.

• When Management Misdirects Employees

  “Yesterday Ben Horowitz published a solid post “When Employees Misinterpret Management,” which should have been titled “When Management Misdirects Employees.”

  He gives three examples, the most fun of which is him trying to get his sales team at Opsware — the company he and Marc Andreessen famously rode through the bust to a huge, huge win — to not cram all their sales into the quarter’s last week.”

  tags: incentives sales management goals target quantification quality

  • I’ve long learned to embrace this dynamic at new companies by setting
    a) absurdly low base salaries (think $30K to 60K)
    b) absurdly high commission structures (10% to 25%)

    Why?

    It’s a filtering mechanism for me to get the most insane, rabid and self-confident sales folks — and filter out the lame “professionals.

  • Those sales folks are death at startups. They lack the drive and creativity to sell new products  because they are — largely — old, fat dogs.
  • At some big company with 300 sales folks, they’re great for managing existing accounts. At a small company with under 10 sales folks, those “professional” sales types are the kiss of death. They need everything handed to them on a silver platter, and they can’t close deals because of the product, the marketing kit or the fact that we’re doing something new.
  • Bottom line: People who lack quality products focus on quantifying them.
  • That’s your job as a manager: get folks through the self-imposed barriers.
  • 1. Read Ben’s piece.
    2. Be careful what you incent for.
    3. If you use quantitative incentives, be sure to complement them with qualitative ones.
    4. The best systems are the ones that constantly evolve, challenge, change and layer incentives and goals, while constantly communicating why.
    5. Most of the time when a team misinterprets a manager, it is the manager’s fault for not anticipating the ramifications of his behavior or monitoring the system he put in place. It could also simply have been a bad idea on the manager’s part.
    6. Even if it is the employees’ fault, the manager should take ownership since that’s the easiest way to move on (e.g., “Listen, I set the wrong goal here. Let me reset the expectation and you tell me if you think it’s correct.”).

• Understanding Social BPM (or at least setting some context)

  “SocialBPM was explained by Elise Olding in a recent research paper, which sadly is only available to Gartner clients, called “Social BPM: Design by Doing”. She did a great job of starting to explain what SocialBPM by highlighting 2 very different perspectives, to which I have added a 3rd, which I have described below with some of the issues I see.”

  tags: BPM socialBPM processes collaboration socialnetworking

  • 1. Social by Design: Collaboration around process improvement

  • The initial discovery of processes is often in workshops, but once deployed and executed, then it is critical that there is a feedback mechanism so those actually using the processes can identify issues or suggest improvements. Typically this is ‘send the process owner an email’.

     

    With SocialBPM the discussion is all linked to the automated or manual process step, related document, form, system, metric or compliance statement

  • So until the “Yammer crowd*” (Yammer, Jive Software, SocialText, CubeTree, …. ) genre of social software, which is ‘standalone social technology’, is tightly integrated into BPM modeling and execution software it is making life worse not better in the long term.
  • 2. Design by Doing; Collaboration around ‘getting a job done’
  • This is not about improvement, but getting a number of people together to get a particular problem solved – ie a specific instance of a process.
  • These discussions are more than just discussions or chatter  – they are on-line meetings – with decisions and actions. So any social networking software needs the capability to create, assign or track actions
  • 3. Social Network: Social networking within the organization
  • So, organisations need to start defining what they are trying to achieve and therefore what they need from a social software solution before they pile in with a ‘limited trial’ that suddenly becomes the defacto standard, running roughshod over formal process and procedure.

• Quel est le quotient intellectuel digital de votre entreprise ?

  “L’enjeu est de pouvoir auditer leur stratégie digitale et l’améliorer afin d’impacter plus fortement les consommateurs qui se font de plus en plus nombreux sur le Net.”

  tags: DigitalIQ digital

  • On y apprend par exemple que sur 27 banques de détails et établissements de crédits américains étudiés seules 2 entreprises, American Express et Bank of America, atteignent le stade qualifié de « génie » avec score Digital
  • A travers de nombreuses analyses, le think tank L2 montre également d’intéressantes corrélations avec les performances économiques des entreprises

• Why Exception Handling Should be the Rule

  “n the world of work, we encounter three primary tasks:

  First, there are many processes that are, in fact, repeatable in the enterprise. Some examples: how we process orders, how we assemble products, how we deliver products to end customers.
  Second, project work where the overall steps are repeatable but the ingredients are not. Examples: product development, managing marketing campaigns, executing a sale and the like.
  Then there are those that aren’t exactly predictable: A question a prospect or customer may have before making a purchase decisions, a complex product that has customizable/subjective uses or accessories that work better with certain models. These come in both transactive/process as well as project flavors and almost always show up unannounced. “

  tags: predictabiliy processes exception problemsolving customersatisfaction PR customer

  • 
  • But as to the third, the sheer impracticality of channeling exceptions in any scalable way to get the right answers has plagued organizations for ever
  • Each exception requires a different set of experts or problem owners, some known but most unknown, and often spread across a global footprint at large organizations.
  • Exceptions maybe just that – stuff that happens less frequently. But the mistake we often inadvertently make is equating lesser frequency to relatively lesser criticality in terms of loss or risk.
  • So why is it then, that we pay more attention to facilitating repeatable process, over exception handling
  • Customers certainly need more judgment from us. But the answer won’t come from values alone. That’s just dreamy stuff and an expensive change management bill if the pipes don’t exist to channel those values
  • It’s, in fact, the lack of internal wiring of people (as opposed to systems) across our organizations that’s the core problem.
  • Look, collaboration is not the answer to every problem. But by the same token, I’m more convinced everyday that the unwavering belief in the notion that there is 100% repeatability in most processes is grossly overestimated and even downright dangerous.
  • ’ve long said that what rigid process systems are missing is a giant Discuss button that sits right between Submit and Cancel buttons that govern what in reality is not a very black and white day in the office

• L’innovation de rupture est-elle à la portée de toutes les structures d’entreprises?

  “Face à l’innovation de rupture, je repense toujours à cette citation du Pr. Jean Mathiex (un historien) qui, parlant des mouvements révolutionnaires du XXème siècle, affirmait non sans humour : « un révolutionnaire c’est un terroriste qui a réussi » !
  Je trouve que cette citation s’applique fort bien à l’innovation : sans sanction du marché, pas d’innovation de rupture ni de produit révolutionnaire. C’est parce qu’elles réussissent commercialement que les “bonnes idées” et autres rêveries d’ingénieurs ou d’inventeurs deviennent des innovations.
  “

  tags: innovation structure organization management breakthrough

  • Je trouve que cette citation s’applique fort bien à l’innovation : sans sanction du marché, pas d’innovation de rupture ni de produit révolutionnaire. C’est parce qu’elles réussissent commercialement que les “bonnes idées” et autres rêveries d’ingénieurs ou d’inventeurs deviennent des innovations.
  • En 2003, Clayton Christensen a proposé, dans le fameux Innovator’s Dilemma une approche paradigmatique et démontré que les innovations de rupture étaient souvent le fait de structures elles-même en rupture avec leur éco-système et donc qu’en cela une rupture n’est pas seulement technologique mais globale.
  • Certaines grandes entreprises savent innover en dépit de structures en apparence sclérosées, Apple en étant d’ailleurs le meilleur exemple : cette entreprise n’arrête pas d’innover mais garde une structure quasiment gravée dans le marbre : les mêmes départements, les mêmes dirigeants depuis 15 ans ! A opposer à Microsoft (naturellement) dont les structures n’arrêtent pas de bouger et qui n’innove plus depuis bien longtemps…
  • Or la plupart des entreprises innovantes ont des structures plutôt fortes, voire sclérosée en apparence : Michelin ou Saint Gobain par exemple sont des entreprises très innovantes et pourtant très “raides” structurellement.
  •  Certaines ex-start-up au développement express, quant à elles, ne savent pas trouver l’énergie de la croissance et s’enlisent dans l’entropie de buzz en tous genres. Elles en sont réduites à acheter leurs innovations (qu’on songe à Google ou à Twitter rachetant Android ou TweetDeck). Ces entreprises là ne sont pas structurellement innovantes :
  •  Innover en rupture ce n’est pas seulement penser autrement, c’est également (voire peut-être avant-tout) se remettre en question.

• The New CIO — Embrace The Empowered Era Or Step Aside

  “Today, 22% of employees say that they have used a non-IT-provisioned service over the Web to perform their job function —not to update their Facebook accounts, but to do real work.[i] Many employees are no longer relying on IT to provision, manage, and run their technology because they feel IT is too slow and puts unnecessary restrictions on their use of technology. Many customers expect on-demand information, customized user experiences, and mobile apps that IT is expected to deliver quickly, cheaply, and reliably. Some CIOs have reacted to this shift by vigorously defending their turf from these encroachments. Others have ceded control to third-party service providers and business managers who now make their own technology decisions.”

  tags: CIO IT technology empowerment governance

  • From alignment to convergence. CIOs who can only take orders, who can’t speak the language of the business, who can’t step out of the proverbial back office and into the front lines of the business will not last long.
  • From execution to innovation. Project execution and on-time delivery are not goals but table stakes today. Having this focus will not be enough. You must drive innovation and boost business-partner relationships.
  • From technology supplier to services orchestrator. The traditional role of the CIO has been to manage the technology needs of the organization. The new CIO will not just supply technology but will be responsible for sourcing technology solutions and developing services for business.
  • Today many CIOs are being measured on revenue growth, customer intimacy, and their contribution to innovation
  • From rules to guardrails. IT often enforces rigid rules and convoluted governance processes. IT must evolve new governance approaches that empower the business with providing “guardrails” and education

• Google Effects on Memory: Cognitive Consequences of Having Information at Our Fingertips

  “The advent of the Internet, with sophisticated algorithmic search engines, has made accessing information as easy as lifting a finger. No longer do we have to make costly efforts to find the things we want. We can “Google” the old classmate, find articles online, or look up the actor who was on the tip of our tongue. The results of four studies suggest that when faced with difficult questions, people are primed to think about computers and that when people expect to have future access to information, they have lower rates of recall of the information itself and enhanced recall instead for where to access it. The Internet has become a primary form of external or transactive memory, where information is stored collectively outside ourselve”

  tags: knowledge knowledgemanagement Google search searchengines memory information informationmanagement

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

• Infographic: Is Social Media A Viable Customer Service Channel?

  “To find out, the folks over at ClickFox, a company specializing in customer experience analytics, conducted a survey to assess the potential cost savings from addressing customer service issues via social media, the impact of word of mouth influence in the social sphere, and the degree to which customers understand the tools currently available to them.”

  tags: socialmedia customer customerservice costs crm socialcrm

  • They found 40.2% of customers who weren’t able to get their issues resolved in a timely manner via social media then resorted to calling the company’s toll-free number. ClickFox estimates each phone call to customer service can cost companies $15 or more–avoidable costs that can directly impact a company’s bottom line.
  • “They need to be able to capture what happens during every interaction–to create a link between an anonymous Twitter user and their CRM system” Dekel added.
  • That means companies must focus on educating their customer base on how and when to use each social media platform in a way that’s easy to understand.

• Measure Management 2.0 with CRI for Real-Time Management/Operational Control/Profit | Management Innovation eXchange

  “Relationships drive business. Within the chaotic crush of interaction data coming off the Internet, smart mobile devices, Social Media, and Communities, is pure customer relationship gold. Three CRI (Customer Relationship Intelligence) metrics distill the gold—Relationship Value, the “effect” in relationship cause-and-effect; Interactions, the “cause;” and Variable Interaction Cost.”

  tags: customer relationship costs interactions measurement management2.0 metrics Customerrelationshipintelligence customerrelationship communities

  • Customer retention is even more of a mystery–no one is in charge. And that is where the MONEY is! Some 80% of revenue comes from repeat business and referrals, only 20% comes from new customers typically.

  • It is time for a shift from a company-and-product focus to an individual customer-focus across the entire customer lifecycle. Here’s the difference in “what is” compared to “what could be”:

    • The difference between looking backward as is standard practice now and looking forward with our leading indicator for profit, Relationship Value as a guide.
    • The difference between making decisions based on head count and allocated costs versus putting variable costs where they belong on the Individual Contact.
    • The difference between relying on what people SAY they will do, looked at in aggregate, instead of on what they actually DO individually.

    Managing based on real-time operational data tied to Individual Contacts and to real-time profit is a huge improvement. Not only does it make for better use of resources and deliver better governance, but you can compete and win based on exclusive customer relationships.

  • 
  • 
  • Interactions with customers are the essence of strategy execution and value creation. Sustainable competitive advantage comes from understanding and acting on your customer behavior and profit patterns better than your competitors understand and act on theirs.
  • The right customer relationship metrics–Interactions, Variable Interaction Cost, and Relationship Value–change the game. They measure relationship cause-and-effect at what cost.
  • 
  • Social Media and Communities Play an Important Role: They are driving the integration of Marketing, Sales, and Customer Service silos. That reality–and that many of the Interactions are already digital–makes measuring and managing Communities a logical place to begin using the CRI FRAMEWORK, METRICS, and PROCESS.
  • In the Management 2.0 competitive advantage goes to the companies who can optimize customer behavior and profit patterns better than their competitors. Here’s how to begin:

• Relation client : les réclamations clients une mine d’or sous exploitée selon l’enquête de l’AMARC – LEntreprise.com

  “Le client râleur devrait être envisagé comme une mine d’or par les entreprises : il exprime un besoin mal satisfait ou pas du tout satisfait. Il pointe un dysfonctionnement dans le service délivré… C’est l’occasion rêvée de revoir son offre commerciale, d’améliorer son service au client, de corriger les dysfonctionnements au sein de l’entreprise et au final de fidéliser le client, d’améliorer l’image de la société donc de gagner plus d’argent. Le client râleur fait un beau cadeau à l’entreprise en exprimant son mécontentement : il fournit les moyens de faire mieux la prochaine fois.”

  tags: customer customercare customercentricity customerservice customersatisfaction complaints communitymanager satisfaction

  • La preuve près 70 % des entreprises ont défini une politique claire de traitement des réclamations, même si le degré de maturité diffère d’une société à l’autre.
  • Elles écoutent mais n’entendent pas. C’est la mauvaise nouvelle : elles ne prêtent guère attention au contenu de la réclamation. Symptomatique l’absence généralisée d’indicateurs de mesure de la fidélité des clients qui ont réclamé.
  • Autre chiffre qui fâche : 60 % n’ont pas écrit une charte des engagements clients. Enfin, seule 1 entreprise sur 3 évoque le sujet régulièrement en comité de direction, 1 sur 10 “systématiquement“.
  • “Les entreprises les plus en avance sont celles qui qui sont déjà passées du traitement des réclamations pour passer au management de la satisfaction“,

  •  

    1) Donner une définition claire et partagée de ce qu’est une réclamation.

     

    2) Analyser puis diffuser en interne les informations issues des réclamations en vue d’actions marketing ou de conception de nouvelles offres.

     

    3) Passer plus largement à “l’entreprise orientée client” (et non plus “centrée produit”).

     

    4) Engager la Direction dans la reconnaissance du Service de réclamation client (SRC) comme un centre de profit et non un centre de coût.

• Rapport “Le travail et l’emploi dans vingt ans : 5 questions, 2 scénarios, 4 propositions”

  “Vincent Chriqui, Directeur général du Centre d’analyse stratégique a rendu public, le rapport du Centre d’analyse stratégique “Le travail et l’emploi dans vingt ans : 5 questions, 2 scénarios, 4 propositions”, en présence d’Odile Quentin, Présidente du groupe de travail et de Jean-Denis Combrexelle, Directeur général du Travail.”

  tags: work humanresources workplace workenvironment workforce hierarchy autonomy flexibility mobility

  • Le “travail” tel que nous le connaissons sera transformé, notamment sous l’effet d’évolutions sociétales et technologiques profondes : l’individualisation de la société, la diffusion généralisée des technologies numériques, les préoccupations éthiques et écologiques.
  • éclatement des univers du travail, à la fois temporels, spatiaux et organisationnels. Cela se traduit par une
    segmentation accrue “des mondes du travail” et une hétérogénéité croissante des situations mais aussi des attentes des salariés, des entreprises, des secteurs d’activité ou des territoire
  • L’affaiblissement du lien de subordination dans l’univers professionnel, une demande forte d’autonomie dans le travail et de meilleure articulation entre vie privée et vie
    professionnelle vont en outre profondément structurer les relations de travail et d’emploi.
  • De même, les décennies qui sont devant nous seront celles de la poursuite de la diffusion des TIC dans les entreprises et de l’essor du travail nomade.
  • Par ailleurs, au-delà du strict champ travail-emploi, le panorama proposé par le rapport est vaste et concerne l’ensemble des politiques publiques, y compris les politiques industrielle, fiscale, éducative ou la régulation internationale de la mondialisation.

• Cet été prenez un grand bol d’idées fraîches avec Peter Hinssen

  “”The New Normal” c’est l’histoire d’un monde dans lequel le fait que les choses soient digitales sera juste… normal! Avec la digitalisation de nos musiques, livres, échanges,… il arrive un moment où la norme devient le digital. Et à partir de là de nouvelles règles entrent en jeu et des principes qui étaient des évidences deviennent obsolètes”

  tags: IT digital cloud business CIO cloudcomputing value governance people architecture

  • La première règle est la tolérance zéro pour le dysfonctionnement numérique.
  • La première règle est la tolérance zéro pour le dysfonctionnement numérique.
  • La première règle est la tolérance zéro pour le dysfonctionnement numérique.
  • La seconde c’est les “Good enough technologies”: de façon amusante une technologie doit donc impérativement marcher sans faille mais peut être limitée.
  • les DSI, ont parfois des difficultés à changer. Il les met en garde avec trois alertes A, B et C :
     
    • A pour l’alerte Apple, tout doit être aussi simple qu’Apple
    • B pour Bengalore, peut importe la localisation des services
    • C pour Cloud, car le modèle de service du cloud totalement digital est redoutable
  • ‘il considère que le Cloud est que la résultante de la pression de l’outsourcing qui réduit les coûts combinée a celle de la virtualisation qui permet la flexibilité et les économies d’échelle. Et quand on a dit ça, le Cloud n’est pas un terminus mais un premier état. Ces deux tendances se poursuivront pour un système d’information totalement à la demande et centré sur le réseau. On pourra encore l’appeler Cloud mais il aura un nature différente
  • La réponse qu’il suggère aux technologistes des départements SI est quadruple:
     
    • People : les ressources et les compétences sont clefs
    • Governance : mettre l’emphase sur les relations et moins sur les organes
    • Value Driven : utiliser un modèle pour les projets mixan coûts, risques et valeur dégagée. S’appuyer sur la façon de mesurer la valeur par le métier et ne pas réinventer une échelle pour les projets IT
    • Architecture: dans ce monde digital elle devient encore plus clef

• Global Intranet Trends 2011 (part 2)

  “One of the other key things in the report was the breakdown that Jane provided for the three types of workplace models which I actually found quite interesting. These three models were broken down into the fragmented, hybrid, and unified types of workplaces.”

  tags: intranet socialintranet workplace

  • The fragmented workplace is a struggle that many organizations today are faced with.  In this scenario organizations have multiple home pages usually with their own username and password.  It’s very inefficient and quite time consuming to access multiple technologies from multiple sites (intranets and portals).
  • The hybrid workplace scenario as describe by Jane, occurs when organizations accept that an intranet is their main entry point within the organization (to get tasks done and find information).  However, in this scenario the organization still has several other portal or intranet sites that employees still have to access.

  • Finally we have the unified workplace, this is the best case scenario for organizations as employees are able to access absolutely everything they need through their “front door” (intranet) to everything.  The American Hospital Association is one of the companies that comes to mind which is working on this quite diligently.

     

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

• A User’s Guide to 21st Century Economics

  “This year, leaders of all kinds face a single, critical challenge: building 21st century organizations that yield new sources of advantage, powered by new rules of management.

  Here’s why – and how to get started.

  Tomorrow will not be like yesterday. This is no mere recession: it’s a tectonic global shift in savings, consumption, and investment. Today’s macropocalypse is a rupture in the global economic fabric – and the next half-decade will be spent reweaving it. It is not a temporary departure from business as usual, an illness – it is a structural transformation, a lasting change. “

  tags: economics management marketing innovation recession crisis production businessmodel

  • Yesterday’s businesses were built for a world of overconsumption, artificially cheap production, symmetrical competition, and macroeconomic stability.
  • hey look and feel radically different because they were built for 21st century economics, not 20th century economics. They are organized and managed according to new rules; and it is those new rules that make the difference between surviving – and thriving in – the macropocalypse, or being vaporized by it.
  • At the Lab, we’ve found that value chains built on inert channels are significantly less profitable than value chains built on circuits – two-way channels, where context flows in one direction, and goods in the other.
  • At the Lab, we’ve found that scarcity pays: companies who can rescale production at the micro-level are disproportionately more profitable and powerful
  • At the Lab, we’ve found steeply diminishing returns to orthodox strategy – because, like actual war, it destroys tomorrow for today. The 21st century demands a rethink of what’s “strategic” – versus what’s merely selfish.
  • At the Lab, we’ve found that higher-order innovation – business model, strategic, and management innovation – is associated with significantly more powerful and durable value creatio

• How do you measure that? (Enterprise 2.0 2011 session)

  “How do you measure that?”

  tags: socialbusiness enterprise2.0 adoption metrics indicators KPI measurement maturity

• Réseaux Sociaux d’Entreprise, tout simplement

  “Cecil Dijoux nous livre sa vision des réseaux sociaux d’entreprise et de leur mise en oeuvre au bénéfice des organisations.

  A lire en complément de la présentation du « Social Dynamics Model » publiée ici.

  Riche, pertinente, :

  Table des matières

  L’économie de la connaissance
  Challenges pour les organisations du 21ème siècle
  Réseaux sociaux d’entreprise
  Les propriétés uniques des réseaux sociaux
  Au coeur de la stratégie
  Intégration
  Culture
  Implémentation”

  tags: enterprisesocialnetworks enterprisesocialsoftware enterprise2.0 socialbusiness strategy adoption knowledgeworkers culture

• ROI is the THING; the ONLY THING when it comes to Social

  “”No one here is hounding me for the ROI”.

  That’s the last sentence in “(Like) + (Retweet) = $$$?” an article from the July issue of FastCompany. The article is about the ROI of social media; from Likes, to Tweets, to contests to Social Business Software.

  Here’s what I have to say about that quote: YIKES!

  The article includes quotes from senior marketing executives from Audi, Home Depot and Sephora (who provided the one above), saying in essence that they have no idea about the value of their company’s social media activities and investments. Worse yet, these executives indicate that no one is really asking them to demonstrate the ROI.”

  tags: socialmedia ROI marketing business goals indicators costs socialbusiness enterprise2.0 valuecreation

  • This inability to show the ROI from marketing is a main reason why the average tenure of a CMO is under 24 months, which is less than half that of a typical CEO. 
  • Maybe the issue is we as marketers have forgotten how to do statistical correlations, don’t get six sigma, can’t be bothered with AB testing, or are not maniacal about numbers
  • Plus we measure and track daily how many leads we get through the community and we know that leads that come in from the community convert at a better rate then almost every other source of our leads.  We understand the customer service impact from Social and we track digital body language and use that to kick off lead nurturing activities which we rigorously track.
  • Why? Because we’ve created a culture of accountability and a burning desire to find out ROI.  So no one needs to wait for me the CMO to hound them about the return.  The team has an inner desire to find it out.  And the team loves analytics.
  • EVERYTHING can be measured to how it impacts ROI, and if it can’t, it can’t be very important.  My advice is you not wait to be hounded for the ROI on Social.  Do AB testing, regression testing and analysis, conjoint analysis, digital body language, digital couponing/offers testing…anything, something!
  • We’ve shown that Social Business is Good Business and so can you. And when you do show that Social works, you’ll help your company achieve rapid growth in new customers, lower cost of acquisition, higher life time value, increased EBITDA and ultimately increase the economic value of your enterprise

• Accès aux données dans le cloud : l’UE confrontée au Patriot Act américain

  ”
  Les membres du Parlement européen veulent savoir quelle attitude les législateurs comptent adopter dans le conflit qui oppose la directive européenne sur la protection des données (Directive 95/46/EC) au Patriot Act américain.”

  tags: cloud cloudcomputing patriotact data microsoft privacy

• Visual Guide to Circles in Google+ by @ross

  tags: google+ asymetricsharing sharing stream activitystream circles

• Putting the Relationship back in Customer Relationship Management

  tags: socialcrm relationship crm

• Hard And Soft Power In Enterprise 2.0

  “Soldiers and diplomats recognize the power of the stick as well as the carrot. Time for E2.0 evangelists to toughen up.

  Enterprise 2.0 evangelists make a key strategic mistake in how they frame their efforts: They adopt an “all carrots and no sticks” approach to Web-based busines”

  tags: enterprise2.0 adoption socialbusiness evangelist evangelization roi value

  • Consider the most beloved words and phrases in the E2.0 movement: cooperation, collaboration, win-win, co-creation, delighting customers, social, word-of-mouth, authenticity, engagement, conversation, empowerment, strengths, true fans, tribes. 

     And consider the words that are conspicuously absent: winning, losing, out-maneuvering, competition, fighting, deception, coercion, exploitation, weaknesses, penalty, lawsuit, perception management, spin, inter-tribal warfare. 

  • Apparently, blogs, wikis, and social networks have transformed human beings into angels.
  • You see, the “business is war” approach isn’t a reluctant choice on the part of fundamentally peace-loving types. To the Stickists, “business is war” is what attracts them to the world of business in the first place. If the Carrotist utopia is about peace and harmony, the Stickist utopia is about constant conflict, a sense of urgency, an addictive cocktail of fear and excitement. To them, peace and harmony equals death by boredom.
  • The key is to get away from the heart-and-brain frames (which lead to emotion-draining Kumbaya-and-ROI tactics) and move to heart-and-guts frames (which lead to emotion-amplifying Kumbaya-and-War tactics).
  • And the way to do this is to learn and enjoy the language that is alien to you. Carrotists need to learn to speak Stick-talk, and Stickists need to learn some Carrot-talk.

• Language Of Social Sounds Too Soft To Business

  “Why is Enterprise 2.0 still considered more of a “movement” than a business imperative? Its evangelists speak more like Dr. Phil than Jack Welch. “

  tags: enterprise2.0 socialbusiness evangelist value ROI businessvalue businessproblems vendors

  • When they asked him which specific business problems his “solution” would ostensibly solve, he didn’t have much of an answer beyond the esoteric promise of enhancing engagement and promoting knowledge sharing. Worthy goals, but how would those things improve business performance?
  • Enterprise 2.0 is still considered more of a “movement” than a business imperative. The movement’s evangelists employ the kumbaya language of community engagement rather than the more precise language of increasing sales, slashing costs, and reducing customer complaints.
  • Even the names of some Enterprise 2.0 software vendors convey a less than rigorous business purpose. Take microblogging software provider Yammer, whose catchy name was conceived to convey “persistent communications,” says CEO David Sacks, but which literally means to whine or whimper. Or Jive, which can mean glib, deceptive, or foolish talk–B.S. And Twitter? A short burst of inconsequential information. What’s next–a content management provider called Drivel and a reputation management software company called Sycophant? No wonder it’s taking CEOs and CIOs so long to take social business seriously.

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

• The Holy Grail of the Knowledge Economy: Structural Capital

  ”

  If you understand human and relationship capital, you can start a business. If your business creates value for your customers, you can earn a good living. But you will never grow large or particularly rich with just these two kinds of knowledge assets. This is because the real promise of the knowledge economy comes in the creation of structural capital, that is, knowledge that gets captured and institutionalized in an organization.”

  tags: knowledgeeconomy structuralcapital intangibleassets knowledge

  • knowledge that has been captured and becomes part of the organization. It is the infrastructure of the knowledge factory that is your intangible capital.

  •  

    Because the truth is that structural capital is the Holy Grail of knowledge economy. It is the way that your organization captures knowledge and makes it re-usable

• Intangible Capital Case Study: Monetizing Your Knowledge

  “One of the great strengths of the intangible capital (IC) perspective is the lessons it gives around business model and organizational sustainability. The IC Value Drivers Report for this services company provides a great example of this.

  By way of background, IC Value Drivers include ten categories of the intangibles that are create the unique competitive advantage of companies today.”

  tags: intangibleassets knowledge monetization structuralcapital reuse

  • Structural Capital is the way that organizations operationalize their capabilities and turn them into repeatable, scalable processes and technologies
  • The promise of the knowledge era is the scalability of structural capital. When the knowledge of your people and your network are operationalized into re-usable information and tools, everyone is smarter when they come to work in the morning.

• Does your intranet make a difference for your customers?

  “How does your intranet help your customers? I mean your external customers. The ones who buy and use your services and products.

  The ultimate purpose of an intranet

  The ultimate purpose of an intranet is to help an organization better serve its customers or the public in the case of governments.”

  tags: intraner customerservice backoffice knowledgework knowledgeworkers alignment workforce goals

  •  

    But times are changing and the results from this year’s Digital Workplace Trends survey will hopefully provide 2 things:

     

     
    1. A sense of progress in aligning intranets to business needs, be it business towards customers or services for users
    2. Ammunition for those who need to push internally to go further in this direction

  • Some enterprises are clarifying the business alignment of their intranet. A large bank recently told me how they broke their workforce into 3 groups:

     

     
    1. Front line workforce with customer contact (talking to many customers, selling products, following an organized process with some individual interpretation)
    2. Back office workforce (limited task area, very defined processes, high efficiency is king)
    3. Analytical work (experts, no defined processes, high need for knowledge networks)

     

     

    These 3 groups will have very different expectations from the intranet. The bank intranet team have just begun to develop a strategy for each of these groups.

• The Social Dynamics, un modèle pour intégrer le « social  au coeur de votre entreprise ? « InfGov’s Blog | Claude Super

  “Une approche, plutôt une méthode pertinente (en quatre étapes)et documentée (interviews) présentée par InSites Consulting.”

  tags: socialdynamics methodology adoption socialbusiness enterprise2.0 pilot

• Enterprise 2.0: The business world is all about beating your competitors

  “Enterprise 2.0 has always been a closely knit community but at this event in particular it felt as though it needed a testosterone shot or two. As I discussed in my previous post, the enterprise world is predominantly a sea of cubicles, Windows XP, old browsers and Blackberries which is struggling with arteriosclerosis of the veins due to clogging with email and documents. I feel for the Enterprise 2.0 sales people who have to prove the value of their products (and frequently set up ‘pilot program’ tire kicking exercises) often against both waves of indifference and confusion about what the business value actually is”

  tags: enterprise2.0 competition value adoption goals

  • I sometimes have to swim upstream with clients in order to first flush out any bum information they think all this ’stuff’ is about and then get them dialed in to where the value is for them in the context of their business goals, and sometimes this includes software vendor philosophy and hyperbole
  • The volume of debate, crystal ball gazing, conceptualizing, buzz words and names creation is increasing around Enterprise 2.0 just as it is on all other topics, because it is so easy to publish your thoughts – or more frequently republish someone else’s – online
  • Most business users will consider Enterprise 2.0 thinking and technology if there is a compelling, urgent value in their deploying it in the context of the competitive aspects of their business.
  • As I’ve said before adoption is for kittens, and I typically have to adopt a more forceful and less tentative approach to achieve clarity around productive, effective deployments aligned against agreed client goals.
  • A senior executive at a global company told me he considers it the Woodstock of the enterprise conference world – that’s fine as long as there is an underlying understanding of the competitive business value of this type of thinking, otherwise the fashion forward and humanitarian aspects of the movement are interesting ideas but unlikely to take root in the real business world.

• Infographics: 10 Beautiful Social Media Data Visualizations

  “We’ve gathered 10 amazing infographics, which are still quite fresh and contain very relevant info. We hope you enjoy them! Let us know which ones you find most insightful in the comments below.”

  tags: socialmedia infographics

• InfoQ: NetworkedHelpDesk’s Ticket Sharing API: A Glimpse of the Future of Enterprise APIs

  “Though the real challenge in the collaboration space is process related rather than technology, better integration capabilities will provide incentives for employees to complete any due diligence with respect to ticket resolution. These would be incentives from using a uniform interface to the system rather than logging into different systems. “

  tags: API integration collaboration openAPI

  • 

• Reevaluating Performance Management

  “we had a few moments to talk about her topic of revising how organizations and employees look at performance management. In particular, how we keep a record of what we actually do over a year of work, and get feedback on our efforts from those we engage in our work.”

  tags: performancemanagement observablework feedback humanresources recognition performancereview

  • Ms. Wilson was careful to distinguish keeping a record of what we do versus the annual or semi-annual performance reviews with management. The latter usually results in recordkeeping just for the sake of maintaining a system of record, but is rarely used. Instead what we were discussing is storing collective knowledge about the particulars of any project or task so that we as employees may refer to it for our own, or even shared recall of activities.
  • Observable work is a practice to turn what we do in our daily tasks actions, knowledge and insight into recorded information that we can lookup or reuse later if we need to, or in the case of social business be able to share this view of our work with others of our choosing.
  • The subtler psychological point is that it is easier to document and track a project or activity if you can do it in the flow of what you are doing, rather than returning after the activity is complete
  • Beyond recording one’s work, Ms Wilson also noted the need to get feedback on our work tasks and quality.
  • The point of having reviews in observable work is to develop self-awareness and reflection. A good manager understands that self-directed improvement goes further than anything they might say.
  • What we achieve out of this is a better understanding of the work we each do across the organization, what people think of the results, and our abilities and reputation.

• Does Collaborative Leadership Have to Be Slow?

  “Most managers agree that you need different kinds of leaders in lean and fat times, to preside over growth or retrenchment, to lead organizations out of crisis, or to steer a steady course in an ocean of calm. As a CEO visiting one of our classes put it, “If you have time, you can be infinitely collaborative, but if you have to fix things in a significant way and you’re in a hurry, you’ve got to be more directive.”"

  tags: management collaboration commandandcontrol responsibility

  • “with the market exploding now, there is a need for a simpler, leaner organization. We hope the organizational change will result in faster growth.
  • John’s Chambers’ recent announcement about simplifying lines of authority is another case in point. Explaining changes in the company’s elaborate system of boards and councils, a structure designed to turbo-charge collaboration, Chambers said, “Many say that in the face of this expansion, Cisco needs more discipline. I agree. It’s time to focus.”
  • While companies can easily lose focus and accountability when they overdo collaboration (see our last blog), the temptation to revert to command and control when the market demands speed and laser-like focus can be just as dangerous.
  • 1. Have a clear DRI on any and all collaborations. According to a Business Week feature on Apple, a strong accountability mindset is reflected in a formally designated role: the DRI or Directly Responsible Individual.

• Enterprise 2.0: Seeing from the Back Forward

  “In other words, we are at a point where businesses are going to have to start thinking about how they can accelerate their response to the changes going on because the changes are going on whether or not the business responds at all or quick enough.

  So, two things. What are the changes I’m talking about and how did it manifest itself at the conference.”

  tags: enterprise2.0 socialbusiness socialcrm customer marketing

  • But the one thing, all of these individuals are in any role they may assume at any time is self-interested. They pursue their own lives and interact with others in ways that one way or the other benefit them personally.
  • The expectations are that these interactions will have high velocity, rapid response times, will surface the kind of information they need, and will get some quickly redeemable value from its outcome – either directly or indirectly, internal or external.
  • t businesses, which are made of these people in these institutions, need to respond with a coherent combined internal and external strategy because they are being compelled to by pressure from the ground up as their customers and employees increasingly use these new channels to interact.
  • The business responsibility is now how to create a commonwealth of self-interest while being able to satisfy its own goals
  • Internal collaboration, called Enterprise 2.0, thanks to Andrew McAfee, addressed the need in the workplace to improve productivity, increase efficiencies, and acknowledge the new set of expectations that the contemporary workforce has.  It has been driven by the use of collaborative workspaces and other appropriate tools and a culture of collaboration, which is leading to the evolution of E20 to the empowering of employees to take action on behalf of the business, superseding the traditional hierarchies that have been required to get anything done.
  • The second component has been Social CRM, which followed on the heels of Enterprise 2.0 and is still somewhat less mature in execution.  While created on the back of traditional CRM, it demands a significant change by businesses because its foundation is customer engagement rather than management. The implications mean greater transparency so that the customer can have access to the information that he or she needs to make an intelligent decision on how they want to interact with a business. It involves, in more advanced stages, collaboration with the customer to either improve the products being sold or fix problems or something through feedback mechanisms. 
  • What makes social business greater than the sum of its part is also why it needs both parts to work seamlessly inside out and outside in.
  • What that means is that not only do we now need not just an enterprise value chain, but a collaborative value chain that engages customers who we know enough about to keep engaged, but that the employees of the companies that are trying to reform and restructure what they do are empowered to act both internally and externally to do something about it
  • So the issues of productivity of the workforce, cultural transformation, partner ecosystems, supplier/vendors as collaborators not just clientele and of course, customers interacting with the organization, all are part of social businesses driven by customer experience.
  • The changes we see in the institution of business, where employees who are work are also customers who buy and the pressure to understand the consumerization of business, are also bringing this conference into alignment with the new reality that companies like IBM and Procter and Gamble are acting on.

• White paper: IBM Technical Strategy for Social Business

  “The attached white paper is an overview of the two main components that make up IBM’s technical strategy for social business — the Social Business Framework and the Social Business Toolkit. It covers the social capabilities that are being developed for the Framework as well as the standards-based mechanisms the Toolkit provides for integrating with the Framework. “

  tags: ibm socialbusiness technology roadmap socialbusinessframework socialbusinesstoolkit

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