“One of the questions that comes up all-too-frequently when discussing social collaboration in the enterprise these days is the (still) infamous ROI question. Sometimes this is because the various manifestations of Enterprise 2.0 and social intranets haven’t gone past the “we’d better start adopting or we’ll be in the stone ages” stage that e-mail or traditional intranets themselves reached well over a decade ago.”
What’s often missing now is the clarity around how a newly social enterprise actually looks and what the functions and roles are.
In this new socially engaged workplace there are several strategic changes, primarily cultural and behavioral ones, but some minor structural ones as well. Many organizations will make these changes organically and eventually end up with an environment that looks like the one above,
1. Social networks amongst workers. The formal social capital of the Facebook era is moving into the workplace. The connections you have — and with whom — determines your sphere of influence and ability to get things done as much, if not more, than the traditional grapevine of old.
2. Observable work. Just like people are narrating their lives to their friends and family today via consumer social media, this same process is what employees are beginning to do in their daily work.
3. Insights and analysis. The logical outcome of having the intranet contain the entire narrative of your organization and who contributed to it is becoming clearer by the day. Currently, rapidly improving analytics of social media is leading the industry directly to towards effective access to something increasingly known as social business intelligence.
“Most intranet search delivers lamentably poor results. Time and time again, I hear staff plead: “Why can’t we just get Google?” But buying Google-or any other search engine for that matter-will not solve the problem.
There are three reasons why Google works so well, and two of them have absolutely nothing to do with technology. Certainly, Google is a great technology. It is well designed, fast, robust.”
The next time you search with Google, pause for a moment and observe the first 10 results. No matter what you have searched for you can be pretty much guaranteed that every one of those first 10 results wanted to get found.
Not alone did they want to get found, they worked hard to get found. They created web content in a way that maximizes its chances of getting into the first page of search results. Most intranet content doesn’t want to get found.
What it says is that the intranet is being treated as a document management system. It is a place where you store content; a data warehouse. Authors don’t have time to think about linking content to other relevant content.
Linking is a key way modern search engines use to understand what content is important and what content is not important. Basically, the more content gets linked to the more important it is.
“There is no shortage of extremely successful companies with business models that critically depend upon a high degree of customer proximity and the ability to generate detailed insights into customersâ€™ needs, wants and behaviors â€“ those buying habits and attitudes pivotal in shaping and directing the whole organization. In other words, companies that are customer centric. Yet, there are also many successful companies that donâ€™t go out of their way for customer proximity. By looking at companies that operate on both ends of the spectrum, it becomes clear that customer centricity is not a virtue.”
These are just a few examples. And there are many other companies whose success is based on customer centricity, most of which would be well advised to continue their successful strategy of customer focus.
Ironically, it is often because of their customer focus that firms choose to become less customer focused, at least in certain market segments. Dow Corning has a proud tradition of active customer engagement, and management sees the company not only as a supplier of chemicals but an active partner in solving its customersâ€™ problems. About 10 years ago, the company realized that many of their customers did not want this level of attention but, instead, preferred a better price
Customer centricity is not a generic virtue to which company managements should aspire. Itâ€™s a strategic choice!
Posted from Diigo. The rest of my favorite links are here.