Reconciling social computing with the enterprise | Enterprise Web 2.0 | ZDNet.... - The Diigo Meta page

• 16 Jul 09
  

  Fuzbolero .

  enterprise2.0 social-software modern-collaboration modern-communication

• 22 Jun 09
  

  Jack Frizzell

  • the classical way of working has been to create finished, perfect-as-possible outcomes (products, services, etc.) from opaque, unknowable, lengthy processes which outsiders, within or outside the organization, could not directly perceive, alter, or improve. As Jarvis writes of traditional work methods:

    
    

    
    

    It is the byproduct of the means and requirements of mass production: If you have just one chance to put out a product and it has to serve everyone the same, you come to believe it’s perfect because it has to be, whether that product is a car (we are the experts, we took six years to tool up

  • The key point here is the broader changes we are experiencing today: The pervasive presence of social software and today’s highly open, interactive, and remixable Web embedded deeply into our personal lives is increasingly allowing us to experience a new way of living. And it’s one that bears less and less resemblance to the workplace all the time, with significantly differing behaviors, skills, tools, and expectations.
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  • • This increasing distance between these two worlds creates a gap — a disconnect, even — that increasingly cuts organizations off from their most valuable assets (their people) and also exerts a subversive force on organizations as their workers help themselves to the tools of their own volition, bring their (and arguably better) new behaviors and processes to work, and try to get things done with them, whether that’s crowdsourcing, Enterprise 2.0, online customer communities, etc.
    • A social singularity would be embodied by a convergence of our social behaviors, skills, tools, and expectations between the workplace and our personal lives (and any other distinct settings). In practical terms, these different environments will never be exactly identical, but in a singularity they would be far more similar than they are different. In other words, it’s the effective collapse of the barriers separating our work habits and personal habits for engaging in group behavior (i.e, team work, collaboration, etc). When it takes place, it would simply reflect the realization that we are both creatures of habit as well as prefer to use the easier/best tools for the job.

    • Strategies for reconciling social computing and the enterprise.

      
      
      
      
      1. Don’t plan for a specific outcome, plan for a successful new process.
    • It’s not even until everyone is involved do you even know what needs to take place. Transforming specific elements of a business intentionally can certainly happen, but social tools will create a successful process jointly with customers, workers, and partners that will continue to evolve and change based on reality on the ground.
    • Consumer approaches to social computing are usually different than enterprise approaches.
    • Two steps are often the way to proceed, create smaller internally communities, learn from them, and then create a more permanent one with the right ingredients.
    • The more control you give up, the more value you set free. The impedance that top-down management structures create is a vacuum where things won’t happen until decisions are made.
    • In a social computing environment, you have much more access to ideas and inputs to make decisions, even partially formed decisions and decisions-in-process that can be encouraged, directed, approved, or even discouraged.
    • Social computing literacy differs dramatically by worker, department, and industry.
    • Be aware that just like everyone had to undergo basic office computing literacy 20 years ago, everyone needs to go through social computing literacy in today’s workplace. This isn’t a huge body of knowledge, but it’s essential to ensure that workers (and even entire companies) aren’t left behind and can function well as the workplace evolves in the 2.0 era.
    • Measure your social computing returns; understand the value you are receiving (or not).
    • Understanding key social media metrics such as your blog post-to-comment ratios across your organization, the number of social messages sent daily by workers vs. e-mails, how many wiki edits are made, etc, to get a sense of what is happening and to provide feedback and balance to participants.
• 14 Jun 09
  

  Nancy White

  edmedia wemenetwork

• 10 Jun 09
  

  Olivier Roberget

  enterprise2.0 réseaux sociaux

• 

  enterprise2open links

  Dion writes about how to bridge the gap between the social collaboration world outside and classical organizations.
  
  Strategies and battle plans "how to proceed", I am with this but have doubts at the same time.
  
  To me it's probably about the benefits of aiming high (you might achieve at least a bit) vs. procedding with cautious little steps? We all know it's about the social dimensions in the first place with Enterprise 2.0, where both approaches have their up- and downsides ...
  

  adoption enterprise2.0 implementation

  • what’s turning into an increasingly larger gap between what happens in the business world and what happens everywhere else
  • the act of work itself is becoming more of a collective journey instead of a final destination as our individual work experiences become more open, collaborative, participatory, and social
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  • • This situation creates a delta that, sooner or later, will simply become untenable for many organizations
    • exerts a subversive force on organizations as their workers help themselves to the tools of their own volition, bring their (and arguably better) new behaviors and processes to work, and try to get things done with them, whether that’s crowdsourcing, Enterprise 2.0, online customer communities, etc.
    • constituencies that have a stake in doing things the old way are disrupted by new social models for achieving those same business objectives, whether the replacements are highly collaborative work processes or the network co-creation of product designs and other outputs
    • So what’s an organization to do? Are there strategies that can help mitigate the seemingly growing tension, take advantage of new skills and behaviors of our workers, and avoid potential for sudden and/or unexpected changes in our businesses? In fact, is it even possible to intentionally encourage and adopt bottom-up processes? Fortunately, based on the experiences of those that have adopted them, there do seem to be some general strategies that can help.
• 

  Bertrand Duperrin

  This increasing distance between these two worlds creates a gap — a disconnect, even — that increasingly cuts organizations off from their most valuable assets (their people) and also exerts a subversive force on organizations as their workers help themselves to the tools of their own volition, bring their (and arguably better) new behaviors and processes to work, and try to get things done with them, whether that’s crowdsourcing, Enterprise 2.0, online customer communities, etc.

  socialcomputing enterprise2.0 enterprise culture strategy process control measurement roi

• 09 Jun 09
  

  Workcolab .

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