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Integrating social platforms with legacy systems – Microsoft, Dassault Systèmes or Google ?
« I was lucky enough to be invited with one of my clients to Paris MS Campus to have a conversation about Microsoft social platform (Infopedia, AcademyMobile, Mingle, …). It was the second time I had the opportunity to see a social platform. The first time was when I visited Dassault Systèmes. And when I think about the two approaches, I think we are in front of two major trends. The third one, obviously, is Google’s. »
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. As someone at MS told me, the really useful knowledge, more often than not, is in your legacy systems. So MS will manage to have those legacy systems talk with the social platform, and it will actually try to feed some social data and content into those systems.
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Predictions for enterprise social software and social network analysis
« Gartner has released five interesting predictions for social software. Here are the predictions along with a few of my thoughts. »
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By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20 percent of business users.
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By 2012, over 50 percent of enterprises will use activity streams that include microblogging, but stand-alone enterprise microblogging will have less than 5 percent penetration.
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Through 2012, over 70 percent of IT-dominated social media initiatives will fail.
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Within five years, 70 percent of collaboration and communications applications designed on PCs will be modeled after user experience lessons from smartphone collaboration applications.
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Through 2015, only 25 percent of enterprises will routinely utilize social network analysis to improve performance and productivity.
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McGee’s Musings : Does the CIO have a role in successful social media adoption?
« Saying the Dell or P&G has a social technology strategy is a common shorthand that obscures a more important truth. There are real people in specific roles who take on the responsibility for developing and deploying the collection of initiatives and programs that get labeled as an organization’s social technology strategy. The specific people and the particular functions involved greatly influence the success or failure of these initiatives
Some manager in marketing experiments with Twitter or a fan page on Facebook. A lawyer in the general counsel’s office raises a concern about whether an employee comment on Twitter creates a liability for the corporation. A divisional general who still has his assistant print out his email traffic creates a task force to develop a corporate social media policy proposal. While there may be no right answer for how an organization handles social media, these choices matter. The hypothesis that we are considering is this:
The CIO represents an excellent choice for who should coordinate an organization’s approach to social media/social networking. »
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La faille du réacteur des organisations : la pesée des postes
« Cette pesée des postes revient à formaliser : comment le travail s’appréhende, se structure et se valorise dans l’entreprise. Jon explique très bien comme la méthode Hays fonctionne (les autres comme TowersPerrin sont très proches au final).
Sa démonstration met en valeur que ces méthodes qui datent des années 50 ou 60 ne savent pas appréhender les transformations apportées par l’économie de la connaissance à l’heure de l’entreprise 2.0. Elles ont toutes une vision héritée de Taylor. La structure hiérarchique des organisations est le reflet d’une conception hiérarchisée des compétences et des responsabilités. »
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1) ce n’est pas celui qui sait (”know-how”) qui fera (”problem solving”) ou qui sera responsable de sa mise en oeuvre (”accountability”)
2) la construction d’un savoir, l’application ou la responsabilité des mises en oeuvre sont collectives, protéiformes€¦ imprévisibles !
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ant qu’une entreprise ne mettra pas à jour son système de pesée des postes à l’aune des nouveaux modes de travail, elle ne sera qu’un réacteur dont on a rénové des fonctions annexes sans toucher le coeur du réacteur.
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Work Flows and Wealth Creation
« Following the last post about Information, Knowledge, Wisdom and Innovation let’s add one particularly interesting and dynamic object organiser, an object by itself: The Workflow. The representation of a particular sequence where value is created and wealth built.
Work flows, mostly in groups, sometimes on your own, but always as a sequence of activities is where all value is created. If the value creation efficiency increases, then wealth is created. »
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First we changed the « What » we do: From gathering in the wild to planting seeds to be harvested. From using muscles to letting an engine do the hard work so we could create and refine for more value. [The work part of the workflow]
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Then we changed the « How » we do things: Irrigate instead of waiting for the rain, plough dung and more back into the earth so the plants were well fed. Put cars together on a assembly line so time is spent on value creating work not on organising work. [The flow part of the workflow]
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The work flow is the same, the age old methods still rule and takes up about 65% of people process time.
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Organisational hierarchies, organising, budgets and meetings still hold the actual value creation activities together, methods more or less unchanged since Julius Caesar was at it.
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How IBM Uses Social Media to Spur Employee Innovation
« IBM invests in creating its own social media tools. But it’s earning that back by monetizing some of those as part of the IBM product portfolio. The other part of the investment equation€”employees’ time€”doesn’t seem to be a concern, according to Christensen.
That’s because collaboration and knowledge make IBM what it is. And that’s a company with $12.3 billion in earnings on more than $100 billion in revenue with a 44.1% gross profit margin in 2008. »
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How Millenials Use Tech at Work
« Young people’s expectations are also high when it comes to selecting their next employer. Not only did 37 percent of respondents say they want to see state-of-the-art technology being used in their prospective workplace; just as recruiters and hiring managers often snoop around search and social sites to investigate a potential hire’s character, the millenial job-hunter will check up on prospective companies, peers and bosses, as well. »
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Enterprise 2.0 and Social Media: Improving Your Processes vs. Changing Them
« If I told you I could change and revolutionize the way your company collaborates internally and builds relationships with its customers via new tools and technologies, would you be interested?
What if I told you that I could improve the way your company collaborates internally and builds relationships with its customers through new technologies and tools?
If you were an executive at a large or mid-sized company, which would you prefer (or would want to hear)? »
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The goal of enterprise 2.0 or social media isn’t to change and revamp the way companies operate. The goal should be to improve how companies operate
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Ré-inventer les RH grâce au Web 2.0
« Pour ma part j’ai tenté de sensibiliser les RH sur la question de la e-réputation et plus particulièrement de la première étape d’une démarche de gestion de sa réputation en ligne à sa savoir la mise en place d’un système de veille des traces et conversations impactantes.
L’idée était de leur donner les clés et quelques outils gratuits afin qu’ils puissent commencer à se pencher sur la question et pratiquer par eux-même au sein de leur groupe petit à petit. «
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Rethinking Marketing – Harvard Business Review
« Yet never before have companies had such powerful technologies for interacting directly with customers, collecting and mining information about them, and tailoring their offerings accordingly. And never before have customers expected to interact so deeply with companies, and each other, to shape the products and services they use. To be sure, most companies use customer relationship management and other technologies to get a handle on customers, but no amount of technology can really improve the situation as long as companies are set up to market products rather than cultivate customers. To compete in this aggressively interactive environment, companies must shift their focus from driving transactions to maximizing customer lifetime value. «
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Social CRM: Ground zero for Enterprise 2.0 in 2010
« Enterprise 2.0 itself is popular term that captures the use of lightly structured social environments to collaborate and capture knowledge in a discoverable, reusable way. Typically, these tools are highly social (but don’t necessarily have to be) and they’re freeform, so that they can adapt to the problem at hand. Finally, Enterprise 2.0 is generally applied in a business setting between at least one to three types of participants: workers, trading partners, and customers. Social CRM fits the bill for all of these criteria, and of course, spans the full range of all three participants. »
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The Social CRM and Enterprise 2.0 Experience Continuum
« Social CRM and Enterprise 2.0 efforts need to work in conjunction with one another and that’s what this whole post is about. »
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The Rise of Business Populists
« The essay’s review of financial results in a range of industries demonstrated how many companies depend for much of their profits on customers shooting themselves in the foot. That is, they make their best money when people fail to make choices that will serve them well. When a company games the system in this way, McGovern and Moon warned, it constitutes an open invitation for blank-sheet-of-paper newcomers to right wrongs and change the game. « Businesses that prey on customers are perpetually vulnerable to their pent-up hostility, » they wrote. « Sometimes all it takes to drive mass defection is the appearance of a customer-friendly competitor. » »
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« So we asked, ‘What would this industry be like if we did things the right way?' » he continues. « What would a club look like if members designed it? What would the membership offer look like if the customer wrote it? What would the hours of operation be if customers set them? What if we let customers dictate how we did things? That’s why we did away with contracts. A contract makes you fat and lazy. We have to win over every one of our customers every month. It forces us to keep getting better. »
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SAP BusinessObjects Social Intelligence Prototype V2 Launches
« The SAP BusinessObjects Social Network Analyzer came out last year, combining business intelligence with relationship data to create a “social intelligence” solution. It’s a prototype from the SAP BusinessObjects Innovation Center. It can combine information from HR systems, CRM systems, project databases, committee attendee lists, distribution lists, and any other other system that contains relationships between people. »
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Posted from Diigo. The rest of my favorite links are here.
