Bertrand Duperrin's Public Library

09 Nov 09

Why Process Barfs on Social

"In fact, Ill go further: The ‘Its the early days’ argument just doesn’t stand up. No different from the plethora of consumer services that we all use (Twitter et al), first impressions are lasting impressions in the enterprise setting as well. As participants, we make up our minds very early about the usefulness of a program, technology or service. And so if intent, incentive, context and usability are not hard coded into the effort from the get go, its never going to have the required street credibility, no matter how much time and money you throw at adoption. "

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enterprise2.0 process adoption businessprocess

The problem is that, in the context of E2.0, there’s little discussion around performance objectives where social computing constructs and technologies can move the needle on discrete but large scale business solutions
Following that we ran sessions that addressed delivering tangible value in the context of known functions and processes in the enterprise: purpose driven collaboration, reducing customer support costs via social concepts and improving product innovation via social concepts. No tools, no features and frankly no adoption. Just performance acceleration via strategic process and performance alignment – topics that are central to the consulting work that Oliver and I are involved in and frankly those that need to dominate the discussion around Enterprise 2.0 (detailed below).
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- The moment of truth is about to hit this category over the next 12 months where executives are going to ask the hard questions about the applicability of these constructs and technologies to performance acceleration and to alignment with discrete business goals. Anything but a succinct answer that involves the right balance social + process and the estimated switching cost will result in E2.0 being tragically (and wrongly) regarded as yet another example of Micky Mouse technology that belongs on a server under someone desk, if at all.

Is Enterprise 2.0 a Savior or a Charlatan? How Strategy-Driven Execution can pave the path to proving legitimate business value

"In this post, I want to describe what I saw at the conference, what I believe to be the missing components of the full Enterprise 2.0 picture, and also discuss how becoming "Driven to Perform" by understanding Strategy-Driven Execution is the best way to justify the value of Enterprise 2.0 in your organization.
"

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enterprise2.0 execution performance ROI businessvalue strategy collaboration collaborativetools

I believe a significant part of the problem that crops up in the Enterprise 2.0 value discussions stems from the fact that the champions of Enterprise 2.0 significantly underweight the complexity and pervasiveness of the existing information technologies in the enterprise and the reasons why these technologies evolved.
They key activity steps of enterprise business processes embodied into today's ERP, CRM, SCM et al software, such order-to-cash, procure-to-pay, hire-to-retire, or record-to-report need to be highly structured for a variety of reasons, not the least of which is efficiency, their primary reason for being, but also for significant compliance concerns they address. I don't foresee a point any time in the near future where enterprises will leverage Enterprise 2.0 principles in the core of accounting, or payroll, or order management because there are serious risks to doing so for a business. These enterprise business processes are complicated enough without any unstructured processes surrounding in them, as you can see here in this offer creation process which we diagrammed in Driven to Perform in our chapter on Risk-Aware Marketing Performance Management.
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- The white space is where people are human integrators. Where the various folks from marketing, contact center, sales, and operations fill in the gaps that their enterprise software does a poor job of addressing today. It is in these process contexts that wikis, blogs, instant messaging, etc. can perform a brilliant and valuable service, and for certain processes, form the entire substrate upon which the enterprise process can be manifest. Thus, ultimately, the real Enterprise 2.0, the weaving of both the structured and unstructured worlds together, really looks a lot more like this:
- Conversely, leading enterprise application players like Workday are starting from the robust ERP and HCM process perspective of the so-called "Enterprise 1.0" world and layering many social constructs such as tagging, inline collaboration, etc. into their applications to deliver on this converged Enterprise 2.0 notion I describe above.

08 Nov 09

Does Social Software Have a Place in the Enterprise?

"To save time, Byrne took a vote and the audience helped narrow his discussion down to a handful of topics:

* Can social software consistently bring real ROI?
* Will the social software marketplace consolidate?
* Should we socialize existing applications or invest in new social software?"

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socialsoftware enterprise2.0 ROI social terminology

I take the no side on this with the exception of certain scenarios," he said of social software consistently bringing ROI.
Similarly, another audience member mentioned treating social software as a separate entity is where the problem lies. Someone else suggested differentiating between two different architectures: is the business process correct for a 'webified' experience?
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- Several comments from the audience made it more than clear that there's something funky going on with our terminology. We were reminded of several current issues:
  'Social' makes a lot of people automatically think Facebook. What we need is something more professional sounding.
  Many companies have a policy to block social applications, as they associate them with nothing more than wasting time.

05 Nov 09

A critique that missed the mark.

"I chuckled at first, because this was a healthy look at some of the over hyped technologies of the past 20 years. Each was a big deal in its time, but many failed to deliver to overblown expectations. And thus the author implies that Enterprise Social Media (ESM) is on the same path.

I find three flaws with the section on ESM, which I shared with my client, and now with you."

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enterprise2.0 enterprisesocialsoftware

Enterprise Social Media tools like Jive (or their many worthy competitors) do NOT propose that employees should use Twitter or Facebook at work. Of course many people waste time on those sites. That’s not the solution to enterprise problems. But those are the inspiration to the solution.
Instead, ESM tools take inspiration from consumer social activities. And then they provide a separate environment that focuses on the workplace and work behaviors.
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- What are the problems you ask? It’s a topic for another day — but I’ll hint as a few: Some are functional: e.g. Integration with Enterprise fixtures, integration with real-time needs, management of collaborative information v.s. published information. Some are business strategy e.g. pricing strategy, messaging, gap in the cost to value-perception. Too many (or too few) potential buyers. etc. There are others too — like Adoption issues. These, and others, are problems that are being addressed by the industry thought leaders. But the article did not cover these.

Exploring Early Enterprise 2.0 Methodologies

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enterprise2.0 methodology adoption socialcomputing maturity maturitycurve framework

04 Nov 09

Vendre !: La motivation n'est plus ce qu'elle était !

"Au long de ma vie professionelle, j'ai souvent entendu des dirigeants avisés affirmer avec une fière assurance : "de toutes façons, il n'y a que le plan de commissionnement pour faire courir mes vendeurs. Le reste c'est du bla bla".

Le principe de base est très simple en effet. Si vous voulez que vos commerciaux fassent ce que vous attendez d'eux, il suffit de mettre en place les récompenses (ou incentives, pour parler dans cet abominable jargon franglais qui envahit toutes nos correspondances désormais) qui vont bien. Plus tu fais ce pour quoi je te paye, plus je te paye."

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sales incentive performance

2. Tant que les objectifs commerciaux peuvent être atteints à travers la répétition "mécanique" de tâches élémentaires, le système traditionnel de motivation par l'argent fonctionne conformément aux attentes : plus le système de commissionnement est attractif, plus haute sera la performance du vendeur ;
3. En revanche, lorsque l'atteinte des objectifs commerciaux passe par la sollicitation de facultés cognitives ne serait-ce que rudimentaires, alors le système traditionnel
de motivation par l'argent fonctionne à rebours du principe ayant prévalu à son élaboration : plus
le système de commissionnement est attractif, moins bonne sera la
performance du vendeur ;
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- 5. Dans la plupart des organisations, la définition des plans de motivation des salariés (incluant le sacro-saint plan de commissionnement des commerciaux) ou des politiques de rétention des talents s'appuie sur des hypothèses de travail complètement erronées du point de vue des sciences sociales ;

02 Nov 09

McKinsey: What Matters: Using technology to improve workforce collaboration

"Knowledge workers fuel innovation and growth, yet the nature of knowledge work remains poorly understood—as do the ways to improve its effectiveness. The heart of what knowledge workers do on the job is collaborate, which in the broadest terms means they interact to solve problems, serve customers, engage with partners, and nurture new ideas. Technology and workflow processes support knowledge worker success and are increasingly sources of comparative differentiation. Those able to use new technologies to reshape how they work are finding significant productivity gains. This article shares our research on how technology can improve the quality and output of knowledge workers. "

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knowledgeworkers collaboration innovation productivity workflow problemsolving measurement interactions

The nature of collaborative work ranges from high levels of abstract thinking on the part of scientists to building and maintaining professional contacts and information networks to more ground-level problem solving.
But for knowledge workers, what might be thought of as collaboration productivity depends on the quality and quantity of interactions occurring
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- Our research suggests that improvements depend upon getting a better fix on who actually is doing the collaborating within companies, as well as understanding the details of how that interactive work is done
- The plan was straightforward: reach more customers and business partners by shifting a large portion of in-person meetings to virtual interactions. Policy and governance changes ensured that technology use became part of daily workflows and not an added task.
- Over an 18-month period, the initiative saved Cisco more than $100 million in travel and business expenses and reduced the company’s carbon emissions by 24 million metric tons
- Similarly, P&G has also adopted Web-based technologies to forge better links with partners and customers and to improve the flow of ideas across corporate and regional boundaries. It also set up ideas markets to gather and filter offerings from across the company and signed on with crowd-sourcing network InnoCentive to tap external experts to solve specific problems
- Besides the savings P&G realized from nearly a thousand fewer business trips each month, the company met its goals of shorter product cycle times and greater product innovation from external sources.²
- As a first step, companies should take a fresh look at their workers, classifying them by how they collaborate.
- . They are identified by job titles that, in many cases, obscure the kind of work they actually do
- Thus, improving collaboration should start with understanding employee workflows to get a more refined view how their work gets done.
- Companies can best do this by 1) understanding the specific requirements of interactive tasks; 2) identifying which tasks create disproportionate value for the organization; and 3) determining the types of inefficiencies and wasted efforts that bog down many interactions
- We have documented 10 types of collaboration waste (Exhibit 2). In the case of managers, for example, effective collaboration demands that the manager not only agrees on specific objectives but also that he /she can communicate how to achieve them. T
- Business managers should allow time and provide forums for collaboration workers to brainstorm solutions to productivity problems. Corporate technology providers will need to provide tools that are flexible enough to enable experimentation, so that usage and adoption are widespread

Using Social Media In HR & Recruiting

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socialmedia HR recruitment recruitment2.0 socialnetworks

Starwood Hotels are Heavenly for Guests and Employees

"Does your workplace culture inspire employees to do their best work? Even though we are still in tough economic times do you still provide resources for your employees to develop relationships with customers so they are inspired to return? Do your customers and employees champion your products and services?

Nancy London, the Vice President and global brand leader for Starwood Hotels, which include Westin, Sheraton, and St. Regis, answered yes to all three questions.

She shared some of her organization’s recipes for satisfied employees and happy guests."

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starwood customersatisfaction problemsolving ideas decisionmaking

“On associate name tags, rather than including their place of
birth, they state one of their passions, such as: running or cooking. This
gives them a reason to speak with other people about their interests
Relationships are an
important part of an outstanding guest experience
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- We broadened out effort to approach service that empowers
  front line employees to make decisions and solve problems for guests.

Enterprise 2.0 : knowledge, innovation and productivity

The objective is to address key issues faced by organizations built around knowledge : management of not only knowledge but also innovation and productivity. First to see the current limitations with the tools and processes in place and then to see how collaborative platform and enterprise 2.0 approach can offer competitive advantages to the company.

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enterprise2.0 productivity innovation collaboration knowledge

27 Oct 09

Manufacturers Tap Social Networks

"Social networking is taking its place among the corporate strategies of a growing number of companies. Manufacturing businesses are no exception. In fact, some of the world’s better-known companies are plunging into the social networking scene in a big way.

Here’s a rundown of what some of them are doing:"

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socialnetworking manufacturers ideas bestpractices customerservice innovation

How to Find In-House Experts at Big Companies

"In-house experts, with their specialized knowledge and skills, could be invaluable to both colleagues and managers. But often workers who could use their help in other departments and locations don't even know they exist.

Talk about a waste! Because of an inability to tap expertise, problems go unsolved, new ideas never get imagined, employees feel underutilized and underappreciated. These are things that no business can afford anytime—let alone in this tough economic climate. Which is why so-called expertise-locator systems have become a hot topic in corporate IT."

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experts expertslocation socialcomputing socialnetworks

Activities and interactions that occur in blogs, wikis and social networks naturally provide the cues that are missing from current expertise-search systems.
And social networks can help employees use existing relationships to not only reach out to distant experts but also trust them more than they would complete strangers.
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Using social software to reinvent the customer relationship

For its part, Social CRM paints a vision of creating a deeper and more engaging community-based relationship with your customers, instead of the traditional approach of managing them, in a very Cluetrain Manifesto way. Part online community, part crowdsourcing, part customer service, Social CRM can create an emergent, collaborative online partnership with customers that can result in an array of improvements to business performance.

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socialcrm crm customers collectiveintelligence innovation crowdsourcing

Customers must be able to create an identity and perceive other customers, as well as individual workers, and be able to interact with both types of parties in a Social CRM environment.
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- Social CRM becomes more strategic when there are participation mechanisms that are driven by the specific needs of the organization or its customers. These might include social customer support, competitive contests, innovation/prediction markets, or joint product design, perhaps with finely tuned controls (such as Kluster).
- Good Social CRM tools will make sure that the directed activities of a Social CRM environment are accumulated, discoverable, and reusable.
- However, the biggest issues in adopting Social CRM is not the technology, not the tools, and certainly not the customer. It’s changing the mindset about what CRM is all about

23 Oct 09

We Work In Public

"The Dachis Group Collaboratory launched two weeks ago and we have been actively sharing our thoughts on social business design, while allowing the world to view a window on our work. Recently, the documentary “We Live In Public” has been in screenings around the U.S., chronicling the activities of Josh Harris a decade ago and foreshadowing many characteristics of today’s “social” mania. We have only partially opened the window on our work world, but the view it provides has caused us to reflect on what we do."

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dachisgroup collaboratory collaboration transparency informationeconomy

I am not in favor of 100% transparency as what defines an open company… or 100% of people seeing 100% of a companies information 100% of the time. That is a bad idea. Anyone advocating for that type of transparency is simply not working in reality.
However, providing the right people with the right information at the right time in the most transparent way is the only way successful businesses will win in the information economy marketplace.
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- Connecting at a human level can make a business more personal, and enticing to customers. It also needs to be managed as humans from time to time have been known to make mistakes.
- Moving forward, there’s a voice inside your head every time you tweet that says, “Remember, this is going on the home page!” But my tweets are already public, so what’s the real difference?
- Will feeds like ours push employees to over-communicate or just to be more conscious of how they spend their time?
- Will organizations compete to demonstrate the strength of their Dynamic Signal and the Hivemindedness of the organization.
- People seem to have grown increasingly comfortable with this in a personal setting (e.g. Facebook, online banking), but in business, we still have somewhat Victorian standards that could be locking up valuable information.
- That is, despite claims of openness, most social media presences are carefully crafted, user-controlled portraits of what they want the world to see.
- but the more I thought about what was being shared, the more I realized how often legacy thinking can roadblock new ideas

Ten Reasons Social Media Will Not Replace Email

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email socialmedia socialcomputing

2. Nearly all sites on the web that require registration require an email address
3. Email notifies you of updates from all social networks you are a part of

The consulting dilemma - to challenge or collude?

"One of the themes that resonated most was a general disillusionment with much of the mainstream approach to consulting work - and with the assumptions on which this is based. Organizations are complex. And yet, managers continue to be seduced by simplistic, step-wise approaches, which appear to offer ease of implementation and certainty of outcome."

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consulting management

Are we creating real value if we collude with those managers and consultants who seek to deny or ignore the complex dynamics of organizations, and who cling to illusions of certainty, predictability and control?
Would we add more value by challenging the assumptions on which these taken-for-granted aspects of management orthodoxy are based?

Social CRM Strategies for Sales

"VP of Sales: “I don’t have enough leads!”

VP of Marketing: “You’re not following up on the leads I gave you!”

Much of this discord seems to relate to the definition of a “lead”. (And no, I’m not going to dive into the even more contentious definitional world of terminology over what we call these things we give to sales). That’s up to each organization to decide – but unless sales and marketing are on the same page, there’s going to be trouble.

Clearly, the sales team is expecting the “lead” to have reached a level of discernible buying interest. We’ve seen that tools like lead nurturing communities with lead scoring can help identify the buying interest before the sales team contacts the lead. I will suggest that in addition to having discernable buying interest, there is another operational difference that comes into play when the lead moves from marketing to sales: the lead is ready to receive more personalized information about the product or services being sold."

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lead leadgeneration sales socialcrm communities RFP businessprocess

Providing a social business process that facilitates the questioning and sharing of answers is an excellent function for Social CRM, BTW. All of the strategies that relate to Social CRM for customer service come into play for this application. After all, you’re trying to efficiently share the expertise of your best subject matter experts – just as in customer service.
Imagine a living social “RFP answering” community. What if you took every question that came with an RFP and put it into your online community as a question (along with the answer) and the ability for others to ask more deeply about the question, or even to answer and discuss?
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- Clearly some RFP questions would not be appropriate for this kind of treatment.
- Another concept we’ve used to good effect in our communities is that of the VIP Room. We create them for all our customers as repositories for the work products of professional services engagements and training

Social Media And Management

"In order to determine whether management should understand and use social media one must consider the role of management."

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socialmedia management comminication learning crisis deming

In his book Out Of The Crisis (1986) W. Edwards Deming said “We are living in prison, under the tyranny of the prevailing style of interaction between people, between teams, between divisions.” We must replace the idea that we need competition between people with cooperation. Present practices squeeze intrinsic motivation, self esteem and dignity out of people over their life time. The forces of destruction such as forced distribution of grades, merit systems, competition between people and groups, incentive pay, numerical goals, explanation of variances, and treating every group as a profit center. People are born with such as intrinsic motivation, self esteem, dignity, cooperation, and joy in learning.”

20 Oct 09

Maximizing Business Value from Enterprise 2.0 through Fun & Motivation

"I am a strong believer that organizations, should focus and facilitate the use of these tools in order to maximize organizational benefits. To drive value, I've often referred to the engagement factors and in this post I wanted to focus on ons of the factors, "Motivation".

How do we address motivation? Do we adopt the "build it and they will come" approach? No. But what about Wikipedia? it seems like complete "self-organization" has made it successful. But consider that only 1% of the people who visit Wikipedia actually contribute content. That's alright with a population set of the world, but 1% of your company may not be enough and if you have specific objectives you may need to motivate others to participate"

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engagement motivation socialmedia participation management fun incentive enterprise2.0

In fact, bigger incentives causes worse results for cognitive tasks.
Fun, as a design principle shouldn't be overlooked as it impacts the application design from look and feel, through context, content and process. It also should be addressed when designing events leveraging social computing technologies

A Day with Gary Hamel

"The day after the lights went down on the World Business Forum, the lights went up on an all day seminar with Gary Hamel across the street at the Time Life Building. It was great to be able to get down to the next level of detail below the talk that Gary gave at the World Business Forum"

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management innovation strategy garyhamel change

"While we are in here bullsh**ting about strategy, something is happening out there."
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- Our organizations need to move from building competitive advantage to building evolutionary advantage over time, because no matter how good your strategy is, strategies die.
- But, the longer you delay change, the more painful and expensive the change will be.
- "Getting pregnant is considered a big success despite the millions of wasted sperm - so what's your corporate sperm count?"
- Once you know which innovation ideas you are going to pursue, the biggest challenge is to realign talent and provide capita
- Three questions to determine whether something is an innovation:
  Does it have the power to change customer expectations?
  Does it have the power to change industry economics?
  Does it have the power to change the basis for competition?
- View everyone as a potential partner
  What external capabilities can you leverage
  Example: Ice cream bar partnering with Colgate to have a toothbrush-shaped stick inside with the Colgate brand on it
  Get customer to innovate (Cisco)
  Build platforms to innovate (Threadless)
  Bid out problems (Innocentive, DARPA)
  Open up your stategy process (IBM innovation jams)
- "More and more of the work of managing will move to the periphery and we will have fewer and fewer managers."
- "If life developed on earth according to six sigma principles, we would all still be slime, but damn good slime"