Bookmarks du 05/24/2009

  • Check out the YouTube video « Alan Cohen, Cisco VP Enterprise Solutions, on Enterprise Strategy » where you will see an interview with Alan Cohen himself, Vice President, Enterprise Marketing, that lasts for a bit over four minutes and which touches base on a number of different topics related to the future of Enterprise Computing and Collaboration, as he has written over at the blog Collaboration – The Workplace: A New World of Communications and Collaboration. Plenty of very interesting and juicy insights on where we are heading with all of this social networking in the business world.

    tags: enterprise2.0, socialnetworking, workplace, knowledgemanagement, alancohen, cisco, socialcomputing, collaboration, socialbridgers, generationy

    • moving away from the traditional concept of the physical office, where we are now more mobile than ever (With a great set of choices in mobile devices to chose from!); where our work spaces are defined by who we are and how we get connected regardless of the place and the time; where we, knowledge workers, get to define and establish our own « offices » no matter our location or environment to carry out our own tasks.
    • And right in between is us, Gen Xers, acting as bridges between both groups and becoming the glue that will help connect both strategists and doers within the corporate environment trying to drive innovation, knowledge sharing and collaboration into a new wave of open, public and more transparent interactions!
  • Robert Mahowald, Research Director, IDC, discusses how organizations today are using innovative Enterprise 2.0 tools for more efficient business operations across the extended enterprise.

    tags: enterprise2.0, IDC, efficiency, operations

  • Twitter is fueling Enterprise 2.0 and changing the sales process by opening up how providers and clients discover, interact and close deals with each other. It’s not hard to imagine that all sales forces will be Twitter-based within a few years (if not Twitter, some other system that ties providers and clients into open networks). Viewed in this light, closed “Twitter” systems like Yammer that keep corporate data and communications more private would limit the sales process to the narrow channels that existed pre-Twitter

    tags: twitter, microblogging, sales, salesprocess

  • Intriguing new just-released reports now show that between a third and one half of businesses either already are or will be employing so-called Enterprise 2.0 tools in the workplace (blogs, wikis, and social networking/messaging) in 2009. The data also show that security concerns remain high, access is actually fairly low, compliance with mainstream enterprise data practices is poor, and some workers aren’t planning to get anywhere near them.

    tags: enterprise2.0, adoption, collaboration, policies, commmunication

    • Using the right tool for the job while at the same time understanding that the Enterprise 2.0 tools change the very nature of the job is going to be essential for achieving good outcomes in virtually every organization.
    • So the latest data above shows that it’s clear that Enterprise 2.0 has arrived for most of us. Now the question is what are going to do with it? We need some policies, we need some help for workers with literacy, and most of all, businesses need to offer clear guidance: When should social tools be used for getting work done and when should the older, traditional tools be used that keep information submerged and unusable by the rest of the organization. Hint: The create the most value for the organization (and themselves), workers should generally default to social tools unless the information is highly sensitive.
  • sks and benefits that must be considered in the governance process.

    The Governance chapter contains:
    * Definition of governance
    * The importance of the governance
    * Six steps in a typical governance process
    * Worksheet on stakeholder interests
    * Professional service firm case study

    tags: enterprise2.0, governance, adoption, implementation

  • Just for the sake of clarifying the practical meaning of « knowledge transfer », here are the ten most current approaches to transferring knowledge in business environments:

    tags: knowledge, knowledgetransfer, mentoring, communitiesofpractices, shadowing, coaching, bookmarking, P22learning

  • The footnote behind Implementation numbers

    I’m as much of an Enterprise 2.0 cheerleader as the next guy and I even make a very good living off it. But let’s be honest here. Whilst the report says 1 in 2 companies will deploy some Enterprise 2.0 tool, a more glaring finding is that only 1 in 10 users adopt the tools, once deployed. What good does that do to anyone? “Enterprise 2.0 faces serious risk of fizzling out” should have been a bold warning in the summary of the Forrester report.

    tags: enterprise2.0, adoption, distribution, socialsoftware, vendors, collaboration, models, transactions

    • I think its time to call out purely emergent implementation models (not that there’s anything wrong with that) vs. strategic use of social computing to achieve open collaborative and transactive work models.  Both have their place. But only the latter leads to an Enterprise, destined to achieve a 2.0 design.
  • The online monies are not robust enough to trade competitively against real-world currencies, but people underestimate the large amount of cash that is transferred from the real world into virtual currencies, said Edward Castronova, a professor of telecommunications at Indiana University.

    Castronova says people transfer at least $1 billion into the virtual currencies each year, with most of that money going into online games. The actual amount could be much higher, he said, but the market is hard to quantify.

    tags: currency, onlinecurrencies, virtualcurrencies, virtualmoneys, socialnetworks

  • When was the last time you used a sequence of dot-separated numbers to describe a large official organization? Yet all the talk about Government 2.0 doesn’t seem to surprise anyone. The lack of surprise however doesn’t imply shared understanding. Just try asking ten people who use the term Web 2.0 what exactly it means €“ and most likely you will get ten different answers.

    tags: enterprise2.0, vendors, socialsoftware, software, usages, consumerization, IT, productivity, ROI, practices, businesspractices, businessprocess

    • AIIM’s year-old survey, which found that 74% of surveyed organizations had no idea what E2.0 meant or how it could be meaningfully applied, likely would’ve come back with a similar numbers today.
    • E2.0 is still primarily a vendor space, dominated by ISVs selling software to businesses who haven’t really asked for it. It is simply not a demand-driven market. By contrast, just think of CRM or payroll software. You don’t need to convince businesses they need that.
    • This is why E2.0 ROI discussion keeps going on like a never-ending story. A thirsty person doesn’t care about the ROI of buying a bottle of water €“ and even paying a premium for it.
    • No one (okay, almost no one) expects that buying a word processor can turn him into a great writer. Yet somehow it’s almost widely assumed that deploying tools labeled E2.0 would turn an organization into an E2.0 business. Which couldn’t be further from the truth. Despite all the buzz, E2.0 is first of all a set of principles, not software bits. It is more about business practices and human behaviors than about features. Software with strong social computing capabilities makes it much easier to establish and maintain these practices, but it doesn’t create them on its own, nor does it sustain them.
    • It’s not even in applying the best of breed E2.0 tools correctly. It’s in solutions of tomorrow, designed to solve hard business problems through people-connecting technologies.
    • Implemented right, social business software and practices have a potential to transform many business functions almost beyond recognition. In other words, they can be quite threatening to organizations that are built around existing processes and tools, and are not willing to evolve. But that’s the topic of another post€¦
  • The bad news, from the same post, is that there is just as much compelling evidence that these newfound tools are highly fragmented in their usage. As he puts it, “few enterprises are taking a €˜holistic’ approach and are using them in a more targeted and/or fragmented manner.”

    That’s a real pity, because we know that when a single, unifying community platform is available and done well, it can successfully knit all of the communities together so that none have to be islands.

    tags: communities, socialsoftware, holistic, enterprise2.0, control, security, policies

    • Organizations need policies that set expectations for how social tools will be used. For example, who can and cannot engage directly with a customer in the community.
    • I’ll boil down controls to mechanisms that the technology affords to help enforce and automate the policies. This is an area where a lot of social business software could use some work.
  • Third, and perhaps most importantly, it is very easy for people to join, and to self-organize around topics, companies, individuals, and events. In this sense it is an incredibly « democratic » medium €” with all the control at the ends of the network. Our Diamond Fellow David Reed wrote in the Harvard Business Review many years ago about the power of self-forming networks, so potent because of their innate flexibility.

    tags: twitter, marketing, microblogging, selforganization, brand

  • Que restera-t-il à  la fonction RH ? Les nouvelles compétences de communication déployées par la fonction communication, l’environnement de travail développé par IT, et dans tout cela, les managers de plus en plus acteurs dans les pratiques classiques d’entretien annuel, de recrutement, de développement €¦

    Le vrai défi, à  mon sens, sera de mesurer l’impact des investissements à  venir puisque la plupart seront faits dans les domaines €¦ du talent. Identifier les populations clé, définir des stratégies sur mesure pour chacune d’entre elles tout en assurant la cohérence d’ensemble et surtout, surtout, être capables d’établir avec la Direction une conversation suivie sur l’importance et la pertinence de l’investissement dans le capital humain.

    tags: humanresources, IT, humancapital, talentmanagement, communication

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Head of People and Operations @Emakina / Ex Directeur Consulting / Au croisement de l'humain, de la technologie et du business / Conférencier / Voyageur compulsif.
Head of People and Operations @Emakina / Ex Directeur Consulting / Au croisement de l'humain, de la technologie et du business / Conférencier / Voyageur compulsif.

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