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This post deals with adoption of social software in enterprises. It might echo with people that have faced problems in getting others to believe that their approach works. It promotes how to “get a feel” for success; rather than a measure of adoption. It’s in-house employees and veterans of the company that know how dispersed a deployment really is.
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Whilst many things have been written about aficionados and early adopters, it’s critical to involve non-power-users for their insight into the maturity of a deployment. It’s those people that offer the most valuable and realistic view of adoption. Like slow-burning logs in a fire, they take some time to get going but eventually beam us through to a mature roll-out.
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Making social actions accountable to verbs, is something I’ve written about before – they would make metrics look trustworthy and close to business goals. We’ve even seen ROI-driven approaches that might lead to better processes.
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"It’s been the issue for a small period of time now, and I’ve contemplated the idea in a few blog posts: I really think this is the end of us throwing technical ‘solutions’ at a business or organisational ‘problem’ – and that we will all agree that E2.0 and Social are about humans, people, change management, radical organisation change, and, in the end, about tools"
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Enterprises aren’t used to adapting. They adapt their environment to themselves. If their environment doesn’t adapt, they adopt their environment: incorporate them into a subsidiary, a third, fourth or fifth leg. There are giants out there becoming even bigger giants just by engulfing others
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Employees aren’t used to adopting. They feel they have to adapt to their company – and rightfully so. Of course they (should) add value to their company, but it’s not their company – they only (want and need to) belong to it; they’ll adapt
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"A high number of common best practices have naturally emerged. Here are 10 of them :"
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Fabrice Poireaud-Lambert showed a very interesting 4 axis graphs (Organization and HR / Competencies / Methods and Tools / Culture and Behaviors) that LdE used to evaluate the change factor of such a project on the enterprise scale. They reached a 12/16 value which is pretty high.
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Executives support for project involving change of such magnitude. Big changes project need legitimation. The reason : without strong leadership and executive support, the project is a lost cause against managers who have day to day budget and objectives.
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"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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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.
Of course, it's more romantic and revolutionary to assert that only the masses can generate useful content. It's appealing that the hoi polloi can replace experts, editors, and experienced professionals. It just doesn't happen to be true. The key word is "augment," not "replace." 1.5 is greater than either 1.0 or 2.0.
I was trying to raise the awareness of the audience that being part of the on-line digital community (and in particular social networking) was becoming an increasing factor in how we evolve and survive as human beings, and that those who fail to grasp this will find themselves ever more isolated – cut off from the networks that are sharing, adapting and updating knowledge to create value.
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