This link has been bookmarked by 27 people . It was first bookmarked on 12 Apr 2009, by chris lai.
-
29 Jul 09
-
27 Jun 09
-
ven impressive citations such as the recent TransUnion Enterprise 2.0 case study that claims an eye-opening 50x return on investment (using the most basic ROI formula for calculating returns) are not yet initiating widespread inquiry.
-
Even impressive citations such as the recent TransUnion Enterprise 2.0 case study that claims an eye-opening 50x return on investment (using the most basic ROI formula for calculating returns) are not yet initiating widespread inquiry.
- 5 more annotations...
-
-
One is an broad wariness of a new horizontal information technology approach that purports to solve so many problems and will overlap extensively with existing solutions
-
corporate culture
-
Assets that are intangible
-
ssets that are intangible, such as knowledge, social capital, and situated technology — which Enterprise 2.0 is primarily focused on — rarely have direct impact to financial outcomes such as revenues and profits. Its their downstream effects that generate the most value to the business.
-
Enterprise 2.0 is primarily focused on
-
-
-
26 Jun 09
-
31 May 09
enterprise2open linksGiven that we're talking a lot about RoI of Enterprise 2.0 this is a concise posting by Dion Hinchcliffe (and you know there's gotta be cute visualizations in there) making things a lot clearer for people pondering RoI et al.\n\nAnd while he's linking to a post of mine as well - right next to Hutch Carpenter (blush ...), I bookmark this especially for his point that Enterprise 2.0 usage is emergent in nature ...
-
05 May 09
-
01 May 09
-
28 Apr 09
-
24 Apr 09
-
23 Apr 09
-
22 Apr 09
-
Elise CarboneUn récent article qui se penche sur le ROI de l'entreprise 2.0.
-
19 Apr 09
-
The central problem? Assets that are intangible, such as knowledge, social capital, and situated technology — which Enterprise 2.0 is primarily focused on — rarely have direct impact to financial outcomes such as revenues and profits. Its their downstream effects that generate the most value to the business.
-
“software ROI is only as predictable as the activity for which it is used
- 5 more annotations...
-
-
The problem with this is that it’s very hard to either measure or predict accurately, especially since IT solutions tend to have longer chains of cause and effect than other technologies.
-
The net result of this lack of clarity is a hold up on the explicit use of Enterprise 2.0 for strategic benefit by businesses, even as the tools are proliferating, often virally, in many organizations.
-
different — ways of running our businesses.
-
Innovation often comes from where you least expect it and harnessing collective intelligence, the core principle of Web 2.0 as well as Enterprise 2.0, is the very art of eliciting value from emergent systems such as the Web and our intranets.
-
My point is just that it’s difficult to determine where the returns (often the most important ones) will appear when the tools have so many downstream effects. That’s not to say either that Enterprise 2.0 ecosystems can’t be directed to some degree to achieve business objectives
-
-
-
18 Apr 09
-
-
rks, but does
-
-
16 Apr 09
-
14 Apr 09
-
13 Apr 09
Bertrand DuperrinIn other words, is Enterprise 2.0 truly strategic in the unique way that information technology can so often be?
-
A second set of issues is related to corporate culture and its fundamentally hierarchical nature, which seems anathema to the flattened, highly social nature of Web 2.0 in the enterprise
-
The central problem? Assets that are intangible, such as knowledge, social capital, and situated technology — which Enterprise 2.0 is primarily focused on — rarely have direct impact to financial outcomes such as revenues and profits. Its their downstream effects that generate the most value to the business.
- 2 more annotations...
-
-
While this often builds up accumulated value by its ability to cascade across a business, it’s very unsatisfying from the traditional perspective of investment in X by spending Y to achieve a predicted return Z.
-
there are real limits on the ability to direct emergent systems towards focused outcomes. In the end, all one can actually do predictably is enable the possibilities and not prevent them.
-
-
-
12 Apr 09
Hutch CarpenterDespite recent statistics showing that Enterprise 2.0 tools have spread to about a third of businesses globally, there remain ongoing questions being asked in the enterprise software community about the real returns that they provide to businesses that deploy them.
-
-
Determining the ROI of Enterprise 2.0
-
Would you like to comment?
Join Diigo for a free account, or sign in if you are already a member.