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* Start with clear-cut business objectives
This is one you'll hear us harp on. Too many times we see businesses rush towards technology and tool sets before ensuring there's a comprehensive look at what the business really expects to gain from an enterprise 2.0 project. A lot of times it can be simple objectives like cutting down on the number of weekly meetings or reducing the amount of emails sent. For every departmental batch of emails you show me, I can give you plenty of ways to move that information into a more conversational and interactive channel with things like blogs, forums, or a wiki.
* Focus on the low-hanging fruit
This one's about looking at your business processes and figuring out simple ways to incorporate some collaboration and conversation. Marketing, sales and corporate communications are good candidates to get on the enterprise 2.0 bandwagon because the flow of information tends to be fast and furious and collaboration is essential. As you begin socializing enterprise 2.0, make sure you quickly identify the pain points of each group. Try not focus on the technology too much until you have things teed up and can demonstrate how processes will be improved.
more fromwww.ecmstrategy.com
There are four levels of engagement in this new Generation V. Each level is related to the extent to which a customer engages with other customers and the level of engagement a business must have to enable them:
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* Creators: Up to 3% o
more fromwww.cmswire.com
We have a second model too - a WE Corporate Assessment framework that lays out six operational components that will determine where on organizational maturity scale a company is. the six components are:
* Strategy
* Corporate Structure & Operations
* Culture
* Community Membership
* Tools
* Content
more fromwww.thesocialorganization.com
On distingue 4 étapes d’apprentissages et 3 phases de temps. Ces phases de temps sont des durées moyennes bien entendu, en fonction du contexte et de l’existant en terme d’outils collaboratifs dans l’entreprise, elles peuvent être plus ou moins courte ou longues.
more fromwww.kimind.fr
Fields said that many of corporate America’s young workers’ engagement levels “fall off the table” after about a year on the job because “we give them no means of input.”
To change that, Wachovia is giving its Gen Y workers a role in helping its Enterprise 2.0 makeover succeed. Younger employees are assigned to teach senior staffers about the benefits of using collaborative networks.
more fromwww.ikiw.org
So the future I think we should try to avoid is one where the solution to every problem is to buy software. [...]
[Tools] real value will be in the way these are moulded to individual and group needs within the enterprise to create truly situated, native tools that support both existing and new ways of working better than enterprise software ever has before. But even that is worth little unless we can also succeed in engaging people and weaving these tools into the social and political fabric of the organisation. Software can't fix that.
more fromwww.headshift.com
Many of the “lessons learned” from these early adopters will sound quite familiar to those of us who have been on the leading edge of introducing technologies for collaboration and knowledge management into organizations, but there are some new twists.
more fromwww.theappgap.com
"Survey analysis confirmed that generational affiliation does impact attitudes and experience with Enterprise 2.0, but not as much as one might be inclined to believe,
more fromwww.computerworld.com.au
What I found in my last conference call is that most of what we talked about in the call can also be done online, in our community page, when we are not present at the same time (asynchronous).
These are three types of things we did in the conference call, that cover blogs, forums, and wikis:
more fromlibraryclips.blogsome.com
Over the past two years, IBM has been busily launching in-house versions of Web 2.0 hits. "We're trying to see how things that are hot elsewhere can be fit for business," says Irene Greif, an IBM Fellow who heads up Collaborative User Experience.
more fromwww.businessweek.com
While fundamentally true the missing link is not considering the adoption of social tools as a means to transform operations, culture and customer interfaces.
The other misunderstanding is the value to internal resources learning how to use the tools to transform the culture into an ongoing quest for Socialutions for all stakeholders benefit.
more fromlinktosocialutions.com
Which gets me to how organizations should think about getting started in social media and it, perhaps obviously, goes back to organizational and functional strategy.
more fromwww.thesocialorganization.com
The final area, which seems to get most of the press, is the organizational barriers. I am still under the belief that if you nail the first two then this area will take care of itself. From this model, you could summarize that overcoming the technical and organizational barriers will deliver the 20% while overcoming the implementation barriers will deliver 80% of your success.
more fromwww.rtodd.com
Here are a few barriers and issues related to Enterprise 2.0 adoption.
Awareness: Basic knowledge of the existence, availability, and reliability
more fromwww.rtodd.com
Here are some Socialution suggestions for getting from where you are to where you need to be in a hurry:
more fromlinktosocialutions.com
Here is my attempt at defining a people/organizational readiness framework for Enterprise 2.0.
more fromdinesht.typepad.com
In social continuous processes, aka the value chains, ownership has to be clear and accountability towards the owner and all that is dependent on my work is a must. That's the reality meeting Web 2.0 when it redefines itself to Enterprise 2.0.
more fromthingamy.typepad.com
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