Selon une étude rapportée par le magazine CIO, et réalisée par Osterman Research auprès de 200 organisations très diverses, 71% des répondants disent demander autour d’eux pour identifier un expert sur un sujet précis.
46% disent utiliser l’annuaire d’entreprise, 34% utilisent le site web ou l’intranet de l’entreprise, et 30% disent envoyer un email à toute l’entreprise (!).
Toujours selon l’étude, seuls 9% disent avoir automatisé la localisation d’experts.
All of these engagements enabled me to learn the different nuances of each market and the current status of the markets use of social technology. In each case the fundamentals of engaging and listening to the market of conversations remained the same. The engagements were centric to helping the organization build an effective strategy and related tactics. In each case the one critical element that would determine the success of the proposed plan was the effective execution of the plan.
Will Management Buy Into The Plan?
In management, the ultimate measure of performance is the metric of management effectiveness which includes execution, or how well management’s plans are carried out by members of the organization. Execution is not a singular or silo process rather it encompasses the following attributes:
You will find that close to half of the emails in our inbox don’t have much to do with “communication” at all, and fall in one of the above categories. Ironically, email is supposed to be a tool for “asynchronous communication”. A majority of emails are about teams and groups coordinating activities, discussing work related matters, or actually working on tasks like editing documents and sending them back and forth as attachments.
Coming up: a (social) renaissance for Business Intelligence
I personally find the intersection between Business Intelligence and Collaboration / Web 2.0 as especially interesting, which I have discussed previously:
* The new social Business Intelligence
* BI is about more than information
* Using blogs and RSS-feeds for better decision making
* Decision Support using an Enterprise Wiki
* BI on social networks
In the article “Future of BI: web 2.0, mashups and guided search”, Danny Bradbury at silicon.com looks at the future of BI – and it looks as Business intelligence is due for a renaissance. Here are a few of the changes according to BI experts that Danny has inverviewed for his article:
Enterprise 2.0 Isn’t a Checklist
This appears to be indicative of all emerging disciplines/practices. But for Enterprise 2.0, unlike Data Warehousing, the predominant focus is NOT technology. And yet, from where does the funding or focus from such initiatives typically come? This is a much larger issue €” one related to obsolete organizational design practices. The reason IT is the most obvious choice for sponsorship is that it is the only organization not vertically challenged €” it delivers (or should) only horizontal services to an enterprise €” crossing all other departments. Indeed, IT is one of the few organizations that takes on the battle to find common threads across organizations to weave the horizontal lines of the tapestry that holds the business together.
And yet, the approaches needed for E2.0 initiatives are the antithesis of typical IT practices.
An optimal E2.0 initiative evolves organically (hold that thought for further clarification).
this is an era to shift away from the locked down binary code of repeatability (optimal for machinery) and become more comfortable with the ‘squishy’ realm of the heuristic (optimal for capitalizing on human wetware).
IT cannot respond fast enough to these changes. That means the flexibility has to be built into the systems. This is not to suggest that controls are abandoned €” it simply means that all of the existing controls have to be questioned and likely changed for greater human oversight throughout the organization (managed via a distributed social governance model, not a hierarchy).
A true sign of a E2.0 initiative destined for failure is one that focuses on the technologies.
A primary challenge is that we’re so used to operating in €˜binary’ that we attempt to turn everything into linear processes. This is not a linear solution space (in reality, neither is business €” we’ve only artificially forced it to be so). Most of these things are codependent €” they rely on small changes from the other dimensions to accommodate their own change. This is €˜informed change’ not €˜command and control change’. How is this possible? Social computing €” facilitating conversations and exchange of business artifacts that are: transparent, persistent and accessible.
It’s a good tool to discuss the issues related to community management, a good structure for benchmarking and tracking operational improvements, and a great framework for training or certification.The competencies laid out in the model are:
4. Community Management
5. Content & Programming
6. Policy & Governance
5 Factors to Consider When Selecting Enterprise Social Tools
What factors should you consider when selecting an enterprise social media tool for your business? According to the comprehensive new GigaOM Pro report, “Social Media in the Enterprise” (subscription required), you should:
How Email Inefficiency Reduces the Quality of Group Input
Using tools which provide you with central hub for communication (such as a wiki), instead of directly contacting each individual person, allows you to reduce the number of connections involved. This, in turn, reduces the number of interruptions and the number versions of the document that are generated, making the discussion much more manageable. Furthermore, if the article is in a wiki, then it becomes search-able by all the users of the wiki too, so other people can find it again in the future. This is not the case if it’s stuck in someone’s inbox.
In other areas, however, attitudes towards technology diverge based on age. The younger workers from Gen Y tend to be more liberal than Baby Boomers on Internet usage during work hours. Around 62% of Gen Y admitted to accessing social networking sites from work whereas only 14% of Boomers did so. As for browsing Internet bulletin boards and forums, it’s 47% for Gen Y versus 27% for Boomers. Lastly, 44% of Gen Y confess to going to mutimedia sharing websites like Youtube against just 24% of Boomers.
” Perhaps it’s not surprising that over two-thirds (68%) of Boomers decry the proliferation of PDAs and mobile phones as a contributor to the decline in workplace manners, while only less than half (46%) of Gen Y workers agree with this assessment.
It seems that the key here is the perception of productivity. A mere 17% of Boomers say that using laptops or PDAs during in-person meetings is efficient, versus 35% for Gen Y. Blogging about work-related issues is tolerable for just 28% of Boomers, in contrast to 41% of Gen Y who are fine with it. Almost half of Gen Y workers (47%) see nothing wrong with befriending a client on a social networking site, but only 24% of Boomers feel the same way. When it comes to befriending their colleagues on these sites, 76% of Gen Y are all for it while only 38% of Boomers think that it’s appropriate.
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