Enterprise 2.0 and the Paradigm of Social Partnerships | Pretzel Logic - Enter... - The Diigo Meta page

• 30 Sep 09
  

  Bertrand Duperrin

  "Outside of internal team collaboration (say, a group of marketers, a group of engineers, etc.), no spray & pray / general purpose employee collaborative strategy (or tool application) is going to really show sustainable impact for every tribe or collective. And just like traditional business ecosystem partnerships (customers, suppliers, channel), these internal partnerships also get significantly rattled in the face of industry consolidation"

  collaboration partnership socialcomputing alignment enterprise2.0 ecosystem businessprocess performance

  • First, existing structural inefficiencies in how internal or external partners liaise as a result of little adherence to basic human interaction constructs and incentive structures, and unnecessary process centric technology that restricts human capital flow
  • . No doubt that the current tools will play a significant role towards simplifying these relationships. But to accelerate business performance via social computing constructs, lots of design work is needed along with the filling of critical technology gaps to truly account for context, cognizance of both process and social at the business activity level, and a deep understanding of and response to individual incentive that makes participation a natural instinct.
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  fred Zimny
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    Enterprise 2.0 and the Paradigm of Social Partnerships

    
    
    

    
    
    

    A significant portion of my work over the last decade (both as part of the marchFIRST/ Mitchell Madison team and later, my own practice) has been in the area of accelerating performance for business partner networks at large organizations.

    
    

    As is always the case, one of the outcomes of this economic downturn is going to be massive M&A activity and industry restructuring. Just in the last week, we saw Dell and Perot Systems, and now Xerox and ACS tying the knot. My own experience with this was my consulting work during McKesson + HBOC, Sun + StorageTek mergers and recently, a $1.4B+ communications service provider entering the SMB market via acquisition, amongst others.

    
    

    The Effect on Traditional Partnerships

    
    

    One of the most prominent pressure points in the midst of such consolidation is the partner ecosystem. New partners get added, existing partners face conflicts of interest and a sudden expertise/knowhow gap vis a vie the new combined offering. In the case of the channel in particular, the end customer (really the partners customer) looks to the partner for clarity on the manufacturing organizations new standing in the market.

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