Emanuele Quintarelli's Library tagged 2009 →  View Popular

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dachis group thoughtfarmer 2009 intranet personalization

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istat case studies enterprise 2.0 forumpa 2009 enterprise wikis daniele frongia

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bill ives fast forward blog booz allen hamilton 2009 case studies enterprise 2.0 drivers business benefits

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tibbr tibco microsharing enterprise 2.0 2009 salesforce chatter products socialcomputingjournal

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forrester collaboration rob koplowitz benchmark 2009 enterprise 2.0

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chess media group jacob morgan community manager dion hinchcliffe 2009 competences

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social media web 2.0 metrics ROI 2009

Online workplaces are involved in virtually all information- or knowledge-based activities within an enterprise. By improving online workplaces, an enterprise can significantly increase the performance of these activities. However, the goals of an online workplace need to go beyond automation. When aligned with supporting culture and business practices, online workplaces can provide the basis for sustainable competitive advantage. The source of this advantage comes from the intellectual capital that can be captured and reused.

The efficiency of completing repeatable processes and transactions is the focus of workflow systems and transactional systems. In the interest of decreasing cycle time, both of these system types optimize how individuals and groups serve business processes: The process comes first and the worker is subservient to the process (cue Pink Floyd music). However, this “process first, user second” design does not work well for the many ad hoc activities that make up a typical workday, in which the user juggles multiple variables and gathers information as needed. John Seely Brown and Paul Duguid call these two different modes “process” and “practice.”

Advantages based on practice are difficult to replicate because they consist of talent of the people involved and information with which those workers make decisions. This goes to the heart of the goal of an effective online workplace: Enable the enterprise to leverage assets that competitors do not have. These are the talent of its people and information only the enterprise possesses.

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burton group larry cannell online workplaces enterprise 2.0 2009 km social capital human capital collaboration john seely brown

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intel enterprise 2.0 laurie buczek review lessons learned 2009

Harnessing Crowds: Mapping the Genome of Collective Intelligence

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thomas malone collective intelligence papers 2009 framework enteprise 2.0

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aghenor stefano vitta engagement social media 2009 facebook twitter adoption

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hutch carpenter social software enteprise 2.0 social processes social crm 2009

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leadership decentralized leadership hbs CSC emergence ANADIGICS 2009

Organizational innovation structure
Looking for the silver bullet
Advancing existing markets and products
Well-defined innovation strategy
Innovation-related challenges

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accenture report spigit hutch carpenter innovation improvement 2009

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hutch carpenter innovation misperception 2009 accenture silver bullet misconception

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hutch carpenter innovation disruption enteprise 2.0 2009 innovation strategy innovation management

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adoption phases social business enterprise 2.0 chess media group 2009

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hbr hardvard business review andrew mcafee enterprise 2.0 2009

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mark fidelman enteprise 2.0 strategy matrix collaboration templates 2009

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dave evans social media marketing enterprise 2.0 2009 monitoring listen-participate-collaborate sm2 buzzstream