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Creating Enterprise Information Architecture at Océ
This is the third in a series of interviews with Samuel Driessen, Information Architect at Océ, about their Enterprise 2.0 implementation and adoption experiences.
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The information architecture is the glue that bonds business and IT components and it looks at both structured and unstructured information. The unstructured information can give context to the structured information.
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In the past Océ could clearly distinguish the tools R&D and Manufacturing & Logistics (M&L) use. Only when data was transferred from R&D tools to M&L tools a joint responsibility existed. However, this led to silos and inefficiency. Now M&L needs more access, commitment and collaboration from R&D to be able to organize M&L in such a way to reduce such factors as lead time. There is a common product cycle management tool to help with this.
Integrating Learning and Work
Look at “understand the job” and see how much of a challenge that could be in today’s workplace. What do you do when everyone’s job is unique? The learning professional must be in constant contact with the realities of the everyone’s work. Interventions and support will likely be incremental, addressing changing circumstances, but using multipurpose platforms for information and knowledge-sharing. Understanding work needs good two-way communications.
Community 2.0
Challenges in building virtual communities
In reflecting on the experiences accumulated to date by companies seeking to build virtual communities, I’d like to focus on four challenges:
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First Challenge – Language.
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Second challenge – Integrating diverse skill sets
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Preliminary Survey Results: Enterprise 2.0 Adoption
We presented a community survey to crowdsource answers on Enterprise 2.0 Adoption in your company. Here are some key findings from our preliminary results:
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98% of those surveyed are using Enterprise 2.0 technologies for internal communication and collaboration within their company.
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Most respondents (64%) say that adoption of Enterprise 2.0 is company-wide
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Enterprise 2.0: Chance or Fool’s Paradise for Business Transformation in Economic Crisis
The last two Enterprise 2.0 FORUMs have shown that there are some reoccuring characteristics of sucessful perceived E2.0 projects that - from a qualitative perspective - might turn out to be the critical success factors. In regards to our on-going discussions about the topics of the Enterprise 2.0 programm I would therefore like to make some summing-up on these aspects:
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IT organizations usually follow a Plan-Build-Run framework that often means Plan-Build-Runaway after the system is deployed. But since many social applications are not transactional or process-specific in a traditional sense [.
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It structures the benefits of feedback on five levels (from the more concrete to less concrete) : “social creation” (benefits from the collective intelligence and actions in creating information, cross-links etc), direct feedback (benefits from cross-linking people and information by trackbacks, comments, bookmarks and feed subscriptions), systemic feedback (benefits from new relations/interconnections between people and information) and social feedback (benefits from gaining positive feedback, authority and acknowledgement).
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émergenceweb : blogue » Dessine-moi un intranet 2.0 : Un cas de bonne gestion du changement…
Si vous gérez l’intranet et l’introduction d’outils Web 2.0 dans votre organisation et en particulier la couche de «business social software», désolé les ami(e)s mais le «bottom-up« et le «patchwork organique» ne fonctionnent pas… «Bottom-up can’t be managed» comme disent nos Voisins du Sud. Vous êtes surpris ? Pas très 2.0 comme attitude non ? Faut être réalistes ici. Monter une stratégie d’intégration de tous les outils technologiques qui composent le coffre à outils d’une stratégie «entreprise 2.0» ne peut attendre l’intégration organique surtout avec un budget et des échéances à gérer…
Teaming Up to Crack Innovation and Enterprise Integration - HBR.org
In the continuing quest for business growth, many CEOs are turning to their CIOs and IT organizations because technology is essential to two compelling sources of growth: innovation and integration. Innovation, of course, is doing new things that customers ultimately appreciate and value—not only developing new generations of products, services, channels, and customer experience but also conceiving new business processes and models. Integration is making the multiple units, functions, and sites of large organizations work together to increase capacity, improve performance, lower cost structure, and discover opportunities for improvement that don’t appear until you look across functions.
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Together, innovation and integration allow an enterprise to engage more customers and bring more goods and services to market. Successful innovation often depends on the ability to coordinate efforts across organizational boundaries because innovations reach sufficient scale and impact only when integrated into the larger operations of the corporation.
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But the work involves sometimes daunting challenges because business innovation and integration have something else in common—both are still “unnatural acts” in most large corporations.
The Content Economy: How to successfully implement social software company-wide
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Different groups will find value in different ways
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Enlisting energetic evangelists in their respective geographies and divisions is critical
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adoption (4)- enterprise2.0 (4)
- socialsoftware (3)
- implementation (2)
- roi (2)
- change (2)
- organization (2)
- IT (2)
- communities (2)
- information (1)
- informationmanagement (1)
- océ (1)
- informationarchitecture (1)
- structuredinformation (1)
- unstructuredinformation (1)
- training (1)
- learning (1)
- onboarding (1)
- organizationallearning (1)
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