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  • “To me it seems that with the onset of €˜Social Media’, the bigger theme of a €˜Social Paradigm’, and the associated chatter these have generated, has driven all of us into some kind of a €˜me-too’ mode. Almost everyone in the industry €“ you and me included €“ has a point of view. Almost every enterprise software worth its salt has released, is releasing, talking or thinking about €˜social’ features.

    The BPMS market has not been spared either has not spared itself and is another victim of this great me-too fiasco. And so came this rather early version of Social BPM that we have today. The truth is, we all are actually responding to the €˜Social Paradigm’ with the added flavour of our own interpretations of what €˜Social BPM’ actually is.”

    tags: bpm socialbpm casemanagement adaptivecasemanagement content

    • Social BPM ought to be more about Social than about BPM. And no one can really say for certain that the idea of Social in the enterprise has yet gone through its full course of blooming and maturing as a concept
    • n fact, in retrospect, those early concerns around employee productivity that we had when we called it €˜E2.0′ sound almost naive and silly. Because we are today talking about pulling off the exact opposite effect of heightened productivity.
    • unless we allow our grasp to really set in around what a true €˜Social Enterprise’ would look like, how it would operate and function, and then truly fathom it all, every attempt to get €˜Social’ before that, is bound to be ill-conceived or primitive at bes
    • In our own BPM world, it translates into the right task context
    • Content, as Dave suggests for protocols, has a place in enterprise social networking. But only when the task context in which it’s presented is evident does it naturally create a reason to huddle. That context comes from data or an exception/ enrichment in process, or a project / task that needs to get done.  Otherwise, people to people connections becomes more like a directory where engagement is optional. And we already have LinkedIn for that.
    • I like the concept of adaptive processes Keith Swenson talks about. I would say that it is more centred around the idea of how work really flows €“ or ought to flow €“ in an enterprise that is well adapted, adept and more attuned to the fundamentals behind that €˜Social Paradigm’.
    • And so where this Yellow Brick Road leads is not to Oz but the rather bizarre notion that Case Management and Enterprise Social are in fact serendipitously linked to each other

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

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