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25 Nov 09
ECM meets Enterprise 2.0 – 7 key trends
"ECM is not about managing content for the sake of managing content. What matters is that we can use the content, and get the information we need when we need it.
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To tackle the challenges of ECM, we need to create an vision and strategy for ECM and ensure commitment to this from top management. Secondly, we have to establish some sort of governance for ECM which allows for common funding and decision-making for enhancing shared ECM capabilities. Finally, we need to build some kind of competence that can provide the required resources, skills and support to ECM initiatives. We can see this as a kind of shared for ECM initiatives within the enterprise.
The 'social enterprise' comes of age
"My take. The promise of convergence between consumer social computing and large-scale enterprise technology is at hand, making this a vibrant and creative time. As definitions of consumer and enterprise blur, future success belongs to vendors that innovate and adapt to evolving perceptions around what “enterprise” actually means."
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Chatter introduces an important concept of software that combines messages from machines with status updates from people in a simple interface.
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Chatter’s ability to create feeds for not just people, but content and applications is both its unique feature and its most important benefit
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Enterprise 2.0: Study Shows Adoption is Real
The group did a web survey of its 100 members with 77 responding. That may seem like a small number to use for any quantifiable conclusion about the state of Enterprise 2.0. But the people who responded lead or help lead Enterprise 2.0 efforts at some of the largest organizations in the world. Thirty-four percent of the respondents work for companies with more than 10,000 employees. Twenty-five percent work for organizations that have more than 100,000 employees.
19 Nov 09
Change Your Culture by Changing Your Stories
"So how do you begin changing something so complex? Start by changing the stories that people tell."
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If you want to create a culture of communication, leave your BlackBerry at your desk when you go to important meetings. If your actions deviate from the norm, you can be sure people will tell stories about them.
Top Dogs Say Social Networks Have a Bite
"If attendees at KMWorld 09 needed any further convincing that working in interconnected environments where people operate in social networks is an important issue, here’s some brand new research out today from the Society for New Communications Research suggesting that C-level execs are increasingly taking this new set of conditions seriously!"
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Professional decision-making is becoming more social – enter the era of Social Media Peer Groups (SMPG)
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Professional networks are emerging as decision-support tools
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Matrix: The Four Social Support Strategies
"The challenge is that these teams are unable to scale, even a support team of ten full time folks at Comcast will have a hard time responding to all customers in all social channels. As a result, expect companies to resort to scalable ways to respond to customers, such as:
The Four Social Support Strategies"
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1) Do Nothing: Use Legacy Support Channels
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2) Employee Based Support: Employees Respond to Customers
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18 Nov 09
The Rise Of Networks, The End Of Process
"For decades, business planners have made a distinction between repetitive, lock-step processes, where very little variability is involved (think pharmacy), and more free-form, unstructured processes where a higher degree of variability is expected (think emergency room). Taking the abstraction of a process out of the world of chemistry, manufacturing, and logistics, and treating the people involved as so many chemicals, gears, or trucks seemed like a good idea in the past, but is not going to be workable, going forward."
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We will have to devise a new, richer way to think about people's interactions -- via social networks -- and our connection to mechanical processes and devices.
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We will still get some value out of thinking through business models structurally, and choreographing steps in production or the delivery of service. But the sophistication of machines and customers means that more and more of the steps will have a wider range of alternatives,
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Managing Employee Innovation Communities
"Tapping a diversity of perspectives has been empirically proven to increase the quality of ideas. Indeed, this is one of the benefits of setting innovation communities. By investing some time in establishing a community management plan, organizations will see a nice return on their innovation efforts.\n\nThere are three distinct phases to innovation community management:\n\n 1. Pre-Launch\n 2. Early Community\n 3. Mature Community"
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- Advancing innovation
- Improving the way the company operates
- Use of social software
Early enthusiasts will be found among those with a demonstrated interest in:
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Providing direction is a key component of surfacing ideas that will make a difference. The focus areas can start out limited to a set of key opportunities and issues that need addressing. Organizations can also use their top strategic initiatives as their innovation target areas.
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The Wrong Definition of Sales 2.0
"I believe that Sales 2.0 is the addition of new processes and tools layered on top of traditional sales principles that when combined can enable more effective selling. Sales 2.0 is like combining the art and science of sales together for a synergistic effect — one component is not nearly as explosive without the other."
'The Purpose of a Business is to Create a Customer'
"Packed full of common sense and combined with a strong sense of business’s responsibility to society, two of my favorite Drucker bumper sticker quotes are ‘Knowledge has to be improved, challenged, and increased constantly, or it vanishes‘ and ‘There is an enormous number of managers who have retired on the job‘, which somehow seem to fit together very well."
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The 200 page report systematically examines trends across 14 industries, to further explore by industry why return on assets (ROA) for U.S. public companies has declined by 75 percent since 1965. John Hagel has fleshed out on his blog a summary of the key perspectives emerging from their industry analysis under the following headings:
* Deterioration in performance is widespread
* Advances in labor productivity fail to improve return on assets
* Innovation, at least as traditionally defined, does not appear to offer a solution
* Traditional measures of competitive intensity understate the challenge
* Worker passion is at very low levels across all industries -
Twentieth-century institutions built and protected knowledge stocks—proprietary resources that no one else could access.
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5 Impressive Real-Life Google Wave Use Cases
"Should you happen to be one of those people, we’ve got a number of different resources that you can use to get up to speed with Google Wave. This time around, however, we wanted to look at how people are actually using it now. From process modelling and customer service, to project collaboration, annotation, and gaming, the examples listed here highlight the power of the newborn medium, and in part, showcase what we can expect as the platform matures."
40 Great Resources for Developing a Community Management Strategy
"A practical guide for Community Management strategies, best practices, and resources."
Looking to the Past for Enterprise 2.0 Adoption Principles
"These days there are incessant debates about the adoption of Enterprise 2.0 platforms, tools and practices.
We’ve been here before … we just did not have the infrastructure or the tools, nor the awareness or skill levels of large numbers of people.
As information technology first began its relentless march into the daily lives of people in the areas of work (mainframes, early integrated systems, desktops computers in the workplace) and general information-seeking (early days of websites and the Web), thinkers and organizational development conultants began paying attention to the intersection of technology and sociology. Many of the grandfathers and grandmothers of the field of organizational development will find the material on socio-technical systems familiar, and perhaps refreshing in the context of networked workplaces."
Communautés 2.0 en entreprise: trois niveaux personnalisés!
"On a cru au départ au grand paradigme de la transformation globale et uniforme de l’entreprise traditionnelle en entreprise 2.0. La pratique est en train de prouver le contraire… En effet, plus je travaille avec mes clients au déploiement de stratégies Web 2.0 et de certains de ses outils à l’intérieur de leurs entreprises, plus je m’aperçois que ce déploiement doit se faire de façon graduelle, par projets pilotes."
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Premier niveau
Comme nous venons de le voir, le premier niveau de communauté touche l’entreprise dans son ensemble. Des communautés que je nomme d’intérêt et qui sont ouvertes à tous les employés: profil personnel et professionnel à partager avec tous afin de faciliter la communication et la conversation, faciliter aussi l’identification des expertises et faciliter l’innovation participative.
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Deuxième niveau
À ce niveau, les communautés se spécialisent et deviennent des communautés de pratique, si chères aux spécialistes des ressources humaines qui ne jurent que par la gestion du savoir. En effet, c’est à ce niveau que les communautés génèrent des contenus d’expertise ou de mémoire d’entreprise™ à partager entre employés d’une même spécialité en vue d’un transfert générationnel.
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Will Enterprise 2.0 Drive Management Innovation ?
"What is today called Enterprise 2.0 can also be seen as the emergent stage of the intersection of significant advances in information technology, management science applied to business process and the analysis and control of operational activities. These forces and factors are converging in today’s workplaces, wherein a continuous flow of information is the rule rather than the exception. Thus, as Hamel asserts, it’s useful if not essential to cast a critical eye on the assumptions about static sets of tasks and knowledge arranged in specific (and relatively static) constellations on an organization"
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The 2.0 label is said to denote a more interactive, less static environment. Whether we like it or not, we are passing from an era in which things were assumed to be controllable, able to be deconstructed and then assembled into a clear, linear, always replicable and thus static form to an era characterized by a continuous flow of information.
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I believe that we need to revisit the fundamental principles of work design AND the basic rules used to configure hierarchical organizations in which the primary assumption is that knowledge is put to use in a vertical chain of decision-making
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- 411enterprise2.0,
- 294management,
- 225web2.0,
- 182collaboration,
- 179innovation,
- 152organization,
- 150adoption,
- 133communities,
- 126socialnetworks,
- 106humanresources,
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- 30enterprise2.0,
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- 10process,
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