TIBCO launches tibbr: enough to make Enterprise 2.0 viable?
“Later this morning I am in San Francisco for the official launch of tibbr, TIBCOâ€™s foray into the world of social networking for the enterprise. In typical TIBCO fashion this is something of a low key launch. If tibbr is deployed correctly, it could represent the way I have envisaged Enterprise 2.0.”
It intelligently marries people, process and context, delivering information the way people want to consume. What do I mean?
Youâ€™ll find TIBCO in large enterprises where there is a need to integrate real time data across disparate applications and systems
It has tabs for events and people but more importantly it includes bi-directional feeds in and out of major applications like Salesforce.com, Oracle Expense Management and SAP CRM. That means business processes can trigger events which are surfaced inside tibbr for action.
whether this means that users could use tibbr as an email replacement: â€œThatâ€™s possible,â€ he said. If correct then TIBCO is on to something because from what I saw, it is no longer necessary to jump from one application to another
In the hour TIBCO spent with me, I felt myself being drawn into what tibbr can offer and seeing use cases without having to worry whether the technology can deliver. Unlike other systems, I wasnâ€™t left thinking that this is a solution looking for a problem.
Un-Manage Your Employees
“If you want to grow and delegate successfully, thereâ€™s no way you can function without them. Right?
Wrong. When you hire people who do nothing but manage, you implicitly say to the rest of your employees, â€œDonâ€™t worry about the coordination or structure of your workâ€”all these concerns now belong to the manager.â€ When people donâ€™t have to think about the totality of their work environment, because thatâ€™s now the managerâ€™s job, theyâ€™re less engaged, less motivated and less efficient.”
1. Each employee gets a credit card and is told to use it wisely. No expense reports, no justifications, no haggling. They simply forward the receipts to a shared inbox in case of an audi
2. We donâ€™t count vacation or sick days. People who are working on things they care about are unlikely to game the system or take advantage of free-ranging liberties. Weâ€™ve found that we actually need to remind people to take vacation, not keep a tally of who takes too much.
We also let our teams manage each other. Every week, one employee gets to be manager and set the rough agenda, review othersâ€™ work, write a company status update, and generally be the go-to person for their colleague
Gone is the complaining about what management is forcing them to do, because rotating management gives them a clear perspective of both sides of the fence.
You might be thinking, â€œThis is crazyâ€”it would never work at my company.â€ And you may be right. But I think thereâ€™s a greater chance that it would work.
What Social Media and Enterprise 2.0 Can Bring to HR Processes
“We covered â€œThe Business Value of Social Media and Enterprise 2.0â€ with an emphasis on HR process because of the audience. I want to share with you a bit of my thoughts from that session. I first set some context with the classic 2006 McKinsey report on IT spending most of their budgets on transactions but the real business value is in the interactions between people and this area has been underinvested”
A key is the alignment of these new tools with business process and tasks. We are also seeing more integration of capabilities within a single tool set.
I find these tools work best when aligned with business process and are not simply introduced as capabilities such as phones or email.
Recruitment: They are able to more effectively post vacancies with increased participation from internal candidates and volunteers.
Learning and development: A third of training courses for employees and volunteers are done online through social media. There is a significant improvement in the percentage of finished courses versus started only.
Compensation and benefits: Now updated forms are shared more effectively. There is a single storage accessible from all location
HR Process: They are now more effectively enabling and disabling users on the computer network.
Employee Engagement: There is increased interaction among locations, including and especially photos and videos. There is greater relationship building among patients and families.
Game Theory for Enterprise 2.0 Adoption
“In John Hopsonâ€™s article Behavioral Game Design he shares the basic ways people react to different patterns of rewards. He ends the article with this: â€œEach contingency is an arrangement of time, activity, and reward, and there are an infinite number of ways these elements can be combined to produce the pattern of activity you want from your players.â€”
Add a â€œdate fieldâ€ for the updated date. Display â€œrecently updated profilesâ€ list on the profiles dashboard.
Add a â€œdate field for the last viewed date. Display â€œrecently viewed profilesâ€ list on the profiles dashboard
Add a â€œint fieldâ€ to store the count of profile views. Display â€œmost viewed profilesâ€ list on the profiles dashboard.
Display a limited â€œprofile recently viewed byâ€ list in memberâ€™s profile. The limit works with time, while the list surfaces activity. This encourages connection
Display â€œrecent activity stream with datesâ€ in memberâ€™s profile. This encourages activity across the platform
Add two â€œint fieldsâ€ to store the profile point counts. Members should be awarded virtual cash for increasing the value of the Enterprise 2.0 Platform.
The Enterprise 2.0 Strategy of Gamification
“Gamification is the use of game play mechanics for non-game applications, in order to encourage people to adopt the applications. It also strives to encourage users to engage in desired behaviors in connection with the applications. “
Gamification in Enterprise 2.0
is about Maslowâ€™s hierarchy of needs
, a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation
Poking at the Soft Underbelly of Social Media
“Firstly, we released a white paper by noted futurist and change agent Geoffrey Moore on Systems of Engagement and the Future of Enterprise IT. The report posed some challenging questions about the world of Systems of Record. It reflected on the ground that we have all been tilling for the ast 20 years and its connection (or some would speculate, lack thereof) to the new world of Systems of Engagement, aka Social Business aka Enterprise 2.0 (so as not to offend any of the legions of consultants who are currently battling over the right term).
Secondly, I spent a good deal of time with a reporter from a major business publication who was interested in the rumors that a major bank (speculation was Bank of America or J.P. Morgan or Citigroup) was the next Wikileaks target. One of the issues we discussed was what this meant for the future of social media. Other than, of course, the obvious conclusion that one should be very suspect of anyone in your organization lip synching to Lady Gaga, who has the largest Twitter following in the world — 7,829,385 followers.”
But all this social information and content is something that needs management and governance. I hate to even say this, for fear it may put me in the not cool part of the social crowd. Probably the adult version of the crowd I hung around in when I was an all-state bass clarinetist in high school.
But sooner or later, we are going to have to getting serious about how we want to manage social content. Because the tension to keep it all (to improve the knowledge base of the organization) vs. the tension to get rid of it all as quickly as possible (to keep the lawyers at bay) is going to escalate quickly. This content is valuable to the business. This content is most likely not a record in the ARMA sense (although some might be). But it is electronically stored information in the FRCP (Federal Rules of Civil Procedure) sense. And for organizations that do “social” well, there will be a hell of a lot of it.
Firstly, even though the Wikileaks cable fiasco really had nothing
to do with social technologies and had everything
to do with the usual caution that the weakest link in our security systems are our people, it will inevitably give ammunition to those ill disposed toward social technologies in the first place
Secondly, the courts are increasingly including outside-the-firewall social information in discovery requests. Per The Modern Archivist…”Courts have also found that social media and e-discovery are made for each other.
Thirdly, many organizations have policies relative to the old era of systems of record that would seem difficult if not impossible to extend into the era of social technologies. But they are doing so anyway.
Social technologies have the ability to transform organizations and make them smarter and more responsive. They can help organizations more quickly come up with answers to difficult questions. They create exponentially more and more varied and more informal information than our kludgy old email systems. The systems become smarter over time as the knowledge base builds. The business imperative of responsiveness and dexterity encourages us to retain this information.
This is all terrific until something occurs that unleashes the lawyers and the e-discovery requests. And then what? The approach of the courts hasn’t been that social content is new and different and needs to be treated differently because of the unique benefits it brings to the business and society
Let’s start thinking systematically about how we should manage and govern and retain all of this ephemeral content. Let’s start thinking about how our old system of records definitions need to change. Let’s start thinking about a different paradigm for managing information other than just extending the old paper definitions further and further into the world of electronic information. Let’s understand that there are risks in just winging it. Let’s get on with implementing social technologies, but responsibly.
Pour une gouvernance de l’information
Critical thinking in the organization
“Critical thinking calls for a persistent effort to examine any belief or supposed form of knowledge in the light of the evidence that supports it and the further conclusions to which it tends. It also generally requires ability to recognize problems, to find workable means for meeting those problems, to gather and marshal pertinent information, to recognize unstated assumptions and values, to comprehend and use language with accuracy, clarity, and discrimination, to interpret data, to appraise evidence and evaluate arguments, to recognize the existence (or non-existence) of logical relationships between propositions, to draw warranted conclusions and generalizations, to put to test the conclusions and generalizations at which one arrives, to reconstruct oneâ€™s patterns of beliefs on the basis of wider experience, and to render accurate judgments about specific things and qualities in everyday life.”
but asking employees to engage in real critical thinking, and accepting the resulting actions, will not work unless there is a two-way flow of power and authority.
Ecouter nâ€™est plus suffisant, il faut rÃ©agirâ€¦ entre Â« community management Â» et social CRM
“La tendance est en effet de moins en moins Ã se contenter dâ€™Ã©couter. Les prestations de veille se complÃ¨tent progressivement en intÃ©grant des offres/fonctionnalitÃ©s rÃ©actives ou de community management. Un mÃ©tier encore jeune, en pleine explosion mais bien plus compliquÃ© quâ€™il nâ€™y paraÃ®t, et pas toujours bien compris. “
Si on est Ã mÃªme dâ€™identifier les plus grands fans et dÃ©tracteurs (avec le sujet Ã©pineux de lâ€™Ã©valuation de lâ€™influence ou de lâ€™audience
de ceux-ci) online, il y a matiÃ¨re Ã les traiter de maniÃ¨re spÃ©cifique tout au long de lâ€™annÃ©e
La crÃ©ation ou curation de contenus et le storytelling seront aussi des expertises clefs pour nourrir ces Ã©changesâ€¦ Certaines marques lancent mÃªme leur Â« social media room
Â» comme Gatorade
dÃ©finit le SRM avec la formule suivante : SRM = CRM (Client) + PRM (Prospect) + StratÃ©gie dâ€™influence
Le serpent de mer de lâ€™analyse du ROI est encore loin dâ€™Ãªtre rÃ©glÃ© car mÃªme si cela fait sens de savoir ce quâ€™on dit de vous, le monitoring de lâ€™e-reputation est dâ€™abord un coÃ»t Ã court terme.
Un point Ã ne pas oublier en matiÃ¨re dâ€™e-reputation est enfin la prise en compte du risque salariÃ©. Les entreprises amÃ©ricaines sont dÃ©jÃ en avance en matiÃ¨re de formation et sensibilisation (via des social media guidelines par exemple) de leurs propres employÃ©s.
Avez-vous assez confiance dans vos collaborateurs, leurs langages, leurs comportements, leurs expertises ? Â« Les entreprises vont devoir rapidement redÃ©finir les limites des contextes oÃ¹ lâ€™on peut/veut intervenir : il est dÃ©sormais indispensable de savoir quel rÃ´le on joue dans quel contexte, quelle figure on endosse dans quel milieu (figure privÃ©e, figure du consommateur, figure du citoyen, figure du salariÃ©, figure du patron dâ€™entreprise, etc.)
Et oÃ¹ trouver le juste milieu entre Â« personal branding
Â» qui profite aussi Ã lâ€™employeur et autopromo incontrÃ´lÃ©e au profit pure de lâ€™employÃ©. Â« Ces nouvelles questions risquent de rÃ©volutionner tout simplement le Droit
Enfin, une autre approche du social CRM est de rÃ©flÃ©chir Ã concevoir sa propre communautÃ© mais câ€™est une dÃ©marche Ã long terme et non sans pÃ©ril en dehors du fait que toutes les marques ne sont pas forcÃ©ment adaptÃ©es Ã cette approche.
Department of Defense: access to Internet-based capabilities is critical, despite risks
“In 2011, Internet-based capabilities, including social networking, are no longer a â€œnice to haveâ€ at the Department of Defense. According to official documents, policies statements, and the example set by the chairman of the Joint Chiefs of Staff, these capabilities can and do contribute to the missions of the Pentagon. Yes, loose tweets may sink fleets, as a read of the U.S. Navy social media handbook reminds sailors, but the opportunities appear to balance the risks.”
As a result of these findings, it was determined that access to Internet-based capabilities is a critical functionality that must be preserved, despite some associated risks. Therefore, rather than restricting access to these capabilities, the NIPRNET must be configured and guidance integrated regarding the proper use of Internet-based capabilities into OPSEC education, training and awareness activities to allow safe use of them by all components.
the Pentagon will not ban social media
. Instead, the DoD appears to be shifting to a posture where the use of social media, both in external and internal platforms, will be integrated into the work of all service members, aka â€œcomponents.
To whit, the U.S. Armyâ€™s social media handbook, released to the public yesterday, is embedded below. The handbook earned quick approval from Jeremiah Owyang, one of the worldâ€™s top social media consultants, who called it excellent
Comment fÃ©dÃ©rer les salariÃ©s d’une entreprise autour de sa marque employeur?
“Comment fÃ©dÃ©rer les salariÃ©s de son entreprise autour de sa marque employeur? autrement dit, comment faire en sorte qu’un maximum de salariÃ©s soient des ambassadeurs de la marque en question ï»¿?”
En parallÃ¨le, il ne faut pas oublier que la marque employeur ne s’arrÃªte pas aux rÃ©seaux sociaux. Tous les mÃ©dias ou moyens de communication sont utilisÃ©s par les salariÃ©s pour parler de leur entreprise.
Lorsque les objectifs sont clairs, que les leviers sont identifiÃ©s, il est important de faire en sorte que le discours associÃ© ne soit pas compris de travers ou totalement dÃ©nigrÃ©. C’est pour cette raison, que la premiÃ¨re Ã©tape est de travailler sur la politique des Ressources Humaines de l’entreprise
Tout cela pour en arriver oÃ¹? au point essentiel, qu’il est primordial que la politique RH doit Ãªtre clairement dÃ©finie, communiquÃ©e, comprise et acquise par tous pour Ãªtre sÃ»r qu’un maximum de salariÃ©s deviennent les meilleurs ambassadeurs de la marque employeur de l’entreprise.
Comme Ã©voquÃ© plus haut, chaque RH doit connaitre parfaitement la politque RH. Il doit savoir dire en quoi cette politique RH sert l’intÃ©rÃªt de l’entreprise, des managers et des salariÃ©s et surtout il doit Ãªtre capable de la transmettre Ã tous. Pour ce faire, il faut donc que les RH deviennent les premiers ambassadeurs de la marque employeur en interne.
Le virage 2.0, sous contrÃ´le, de Renault
“Transformer une entreprise industrielle centenaire de 130 000 collaborateurs requiert de la mÃ©thode et du temps. Il existait dÃ©jÃ des initiatives 2.0 (blogs, wikis…) chez Renault, mais c’est en 2009 que le constructeur automobile a commencÃ© Ã formaliser une dÃ©marche 2.0 globale qui se concrÃ©tise par la mise en place d’un rÃ©seau social d’entreprise, basÃ© sur Sharepoint.
Pour initier son programme de transformation, Renault s’est appuyÃ© sur des communautÃ©s pilote. Elles ont expÃ©rimentÃ© de nouvelles faÃ§ons de travailler et ont servi Ã valider les scÃ©narios d’usage qui avaient Ã©tÃ© imaginÃ©s.”
Â« Contrairement Ã d’autres entreprises qui ont multipliÃ© les communautÃ©s, Renault a adoptÃ© une approche qualitative avec une structuration et un fort accompagnement Â»,
Â« Le challenge pour l’entreprise consiste Ã susciter des initiatives, Ã ne pas freiner celles qui sont en cours, tout en Ã©vitant une forme d’anarchie avec des rÃ©seaux sociaux enchevÃªtrÃ©s Â»,
Des rÃ¨gles de gouvernance, de conduite du changement et de communication communes ont Ã©tÃ© Ã©tablies. Elles sont le rÃ©sultat de la synthÃ¨se de deux tendances antagonistes : le laisser-faire demandÃ© par une partie des Ã©quipes terrain et le besoin de contrÃ´ler et d’accompagner le mouvement par l’Ã©quipe en charge de la transformation.
Pour chacune des communautÃ©s, le constructeur a mis en place des indicateurs techniques et d’usage, ces derniers Ã©tant spÃ©cifiques Ã chaque communautÃ©. Mais la finalitÃ© business, clairement affirmÃ©e, a Ã©tÃ© dÃ©finie par le numÃ©ro 2 de Renault, Patrick PÃ©lata, sponsor du projet. Les objectifs consistent Ã vendre plus et mieux, Ã rÃ©duire les stocks, Ã simplifier l’organisation, et Ã structurer les filiÃ¨res d’expertise.
WTF, lâ€™Ã©dition 2010 balaye les chiffres clefs des media sociaux
“Vous vous souvenez sans doute de la prÃ©sentation que Marta Kagan avait rÃ©digÃ© il y a 2 ans, une nouvelle Ã©dition est en ligne et met en perspective les chiffres clefs des mÃ©dias et rÃ©seaux sociaux, Ã lire!”