Liens de la semaine (weekly)

  • We explore the networking practices and social tools that are currently being adopted by individuals and firms, and provide practical guidance to those looking to get started with an online social networking strategy, including:

    tags: lawyers, networking, socialnetworking, legal

  • So the real question for me is: Are we on the path to super sonic commoditazion in the Enterprise 2.0 market before even a single vendor has truly broken out & dominated the space?

    tags: enterprise2.0, socialsoftware, vendors, commodization, monetization, googlewave

    • The next wave of differentiation amongst Enterprise 2.0 providers was going to be based on content creation as well as smart aggregation, fueled by micro-messaging, integration, aggregation, activity streams and the concept of the real time enterprise
    • Or we will in fact start to see competition based on which software vendor can help organizations move into an Enterprise 2.0 design by focusing on specific business processes.
  • En complément de cette vidéo qui est longue mais très intéressante, voici 4 idées qui résument mes positions :

    Idée 1 : Le Web 2.0 est relié au comportemental et non au financier

    Idée 2 : L’art du management paradoxal

    Idée 3 : Le Web 2.0 pour vendre et recruter, pour développer sa notoriété et gérer sa réputation

    Idée 4 : Dissoudre un individu dans le collectif nuit gravement€¦ au collectif !

    Voici le détail de ces idées :

    tags: web2.0, enterprise2.0, behaviors, finance, ROI, adeo, management, personalbranding

  • It’s critical to have at least one person on your team who is a « power user » because, in the words of a wise IT leader I interviewed, « business groups who have somebody on their team who is an IT expert do much better with IT (in terms of leveraging technology to meet their needs) than those who do not. »

    tags: IT, innovation

    • This lack of competence and confidence means that you are letting technology manage you rather than the other way around.
    • This isn’t about « doing IT’s job for them » €” it’s about giving your people the capability to discover value-added opportunities and develop « visual » requirements to facilitate productive communication with IT.
    • « safe haven network where users feel free to try anything within the bounds of the innovation rules without fearing harm to the network or disrupting core business.
  • Look at “understand the job” and see how much of a challenge that could be in today’s workplace. What do you do when everyone’s job is unique? The learning professional must be in constant contact with the realities of the everyone’s work. Interventions and support will likely be incremental, addressing changing circumstances, but using multipurpose platforms for information and knowledge-sharing. Understanding work needs good two-way communications.

    tags: integration, onboarding, learning, organizationallearning, training

  • Resistance to (fear of) change is one of the leading impediments to introducing social software in businesses. This should come as no surprise. Resistance to change is always one of the greatest barriers to change. But what is different this time is that resistance to change is likely to be quite heavy among managers, even more than on grass-root level.

    tags: socialsoftware, change, enterprise2.0, management, businessintelligence

    • On each level in an organizational hierarchy, information is aggregated from subordinates, filtered and twisted by the managers so they can convey a version of the truth that aligns with their own agendas.
    • But, relying too much on traditional BI can also be deceiving. The diagrams and figures on their BI dashboards do not tell them what people are doing, what problems they are dealing with, which decisions are being made, and so on.
    • By the smart use of social software, a business can create a digital work environment where managers (and others) can inform themselves and learn from the activities and decisions made by people instead of just relying on transactional data and the information they get from their subordinates or managers.
    • But it also presents a threat to those managers (and information-hoarding “experts”) who have build their positions on the exclusive right to distribute information up- and downwards in a hierarchic organization.
  • I think this integration and the development of more focused capabilities that sit on top of Wave will be key to its success. As I mentioned earlier, I think that the completely open Wave will get some use as a novelty and even as a collaboration platform. However, it is too open ended for many work applications, as people will not want to recreate the functionality and features. It can potentially serve as a meeting point for applications. On the other hand, people might want to shape application themselves and not be forced to follow the structure of existing applications.

    tags: google, googlewave, collaboration, email, sharepoint

    • Since Wave may serve as a useful meeting place for applications, it may not replace many but become a useful platform.
  • What’s holding many organizations back are four core concerns:

    * Productivity levels will decrease, due to employees spending time on social media Websites (given that it’s not part of their job).
    * High-bandwidth Web 2.0 sites will overload the network, potentially blocking mission-critical applications and services.
    * Employees will access pornographic material or other inappropriate Websites.
    * Security and privacy issues will increase.

    tags: productivity, enterprise2.0, web2.0, security, access, IT, policies

    • I believe the solution lies in an organization’s ability to gain insight into user activity, applications, and potential threats and then use this knowledge to group users into different categories of access.
    • Only by helping to find out what’s needed and helping management to create policies around these requirements can IT ensure that network resources are available for business-critical applications and traffic spikes — without compromising the quality of the network or the productivity of employees.
  • tags: no_tag

    • Managing those submissions in an effective manner is, of course, another challenge altogether. And the biggest struggle for companies that dip their toes in crowdsourced water is to shift from having a reactive culture to one that’s proactive. There’s a delicate balance between encouraging participation and maintaining clarity of overall business objectives.
    • Another challenge for anyone entering the co-creation/crowdsourcing arena is how to compensate people fairly for their ideas.
  • Some have predicted that crowdsourcing is the future of the marketing, advertising, and industrial design industries. The phenomenon, they argue, will accelerate creativity across a larger network.

    Others, meanwhile, have predicted this practice of opening up a task to the public instead of keeping it in-house or using a contractor will be the demise of those businesses because of the downward pressure on prices. If LG crowdsources a new cell phone design on CrowdSpring for $20,000, as it did recently, what happens to the old model of paying a design firm millions of dollars for the same project?

    So which is it? Does crowdsourcing represent the beginning of the end of creative organizations? Or does it herald the beginning of something bigger and transformational for those agencies€”and for business in general?

    tags: innovation, crowdsourcing, compensation, reward

  • Challenges in building virtual communities

    In reflecting on the experiences accumulated to date by companies seeking to build virtual communities, I’d like to focus on four challenges:

    tags: communities, virtualcommunities, language, skills, integration, organization, organizationalbarriers, ROI, returnonattention, returnoninformation, ROS, returnonskills, socialsoftware, collaboration, metrics, benefits

    • First Challenge €“ Language.
    • Second challenge €“ Integrating diverse skill sets
    • Third challenge €“ Shifting mindsets. 
    • Fourth challenge €“ Organizational barriers
  • Of course, it’s more romantic and revolutionary to assert that only the masses can generate useful content. It’s appealing that the hoi polloi can replace experts, editors, and experienced professionals. It just doesn’t happen to be true. The key word is « augment, » not « replace. » 1.5 is greater than either 1.0 or 2.0.

    tags: enterprise2.0, enterprise1.5, 2.0, 1.5

  • And just like how social media and other Web 2.0 technologies have enabled Lance Armstrong to bypass the middle management (e.g. PR firms, talent management agencies, news makers) that has stood between him and the general public, Enterprise 2.0 technologies enable people who are doing the “real” work within organizations to bypass their middle management and connect and collaborate with each other directly as well as update and engage upper management directly. By cutting out middle management, the savings are not only in the salaries of those individuals but also in the time and energy expended by their subordinates and upper management to interact with them. Yes, middle management is the tangible overhead in many organizations that Enterprise 2.0 can eliminate!

    tags: enterprise2.0, management, middlemanagement

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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.

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