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Turning business processes into social processes
"If you want to be proactive with regards to the Hyper-Social shift, you need to evaluate which part f your business would benefit the most from becoming social. In doing that exercise, you will quickly realize that you can reduce transaction costs and improve efficiency by making most business processes social.
Scary? Yes. Inevitable? You bet!
In trying to look at all aspects of your business and how it might be affected by hyper-sociality, we started the table below. If you get a chance, look it over and let us know what you think. Did we miss processes that would benefit from going social? Did we exaggerate the impact of hyper-sociality on others?"
Dismantle Mistrust Between IT and the Business
While these perceptions are typically not found at the top of IT or business organizations, they are prevalent in the trenches where the work gets done. And they need to be addressed. Without effective internal collaboration between IT and the rest of the business, technology will continue to be underutilized and the potential under-realized. How, for example, can companies leverage collaborative technologies when the teams tasked with exploiting the tools have difficulty collaborating?
An alternative way to define IT project results
IT projects need define a combine the engineering work to be done and the results that they create. Doing so requires more than giving the project a business based name. Here are a few steps for an alternative way to define an IT project.
Combining these three ideas, when companies pay to execute a project, it’s not the project they want, it’s the result. They want more revenue generating customer relationships, not processes around a CRM system or even the capability to look up customer names. What they want is the result.
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First, companies don’t pay for activities, they pay for results. As explains in the blog post http://blogs.gartner.com/mark_mcdonald/2009/06/30/activities-vs-results—the-difference-makes-all-the-difference/From this post.
Second, those results come from changing capabilities which are a more powerful definition of the business. So it’s the capability people want. http://blogs.gartner.com/mark_mcdonald/2009/07/02/capability-is-more-powerful-than-process/
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Results can be defined in the following ways:
Reflections on E2.0 2009
The blogosphere moves quickly. You can find many excellent summaries of the events of the 2009 Enterprise 2.0 conference in Boston. But only now are more reflective posts emerging. What is the point of Enterprise 2.0? Can its benefits be measured?
Michael Krigsman started things by writing about the Kumbaya effect. The opportunities for better communication and collaboration afforded by Enterprise 2.0 technologies are interesting, but are they valuable?
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So maybe we should consider Enterprise 2.0 a movement, a management style, or a vibe, instead of something intrinsic to the way business will be done in the future.
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So maybe the right thing to do, if you believe in E2.0, is to engage directly with knowledge workers themselves. Maybe the business of Enterprise 2.0 is not about selling the CEO, CIO, or IT director on the merits of transparency, immediacy, and authenticity. Maybe it’s about winning the hearts and minds of business professionals with tools that make their work easier.
Disney Crowdsources Its Own Company
I know what you’re asking: “How can you crowdsource your own company?” Well, in this case I’m referring to the fact that once a year, Disney (DIS) puts out a call for product ideas to its entire consumer products division of 12,532 employees, which includes Fashion & Home, Toys & Electronics, Food, Health & Beauty, Stationery and Publishing. That means sales, communications, and other non-inventing divisions get to participate. It’s what they call the “Big Idears” contest. For the first time, one of these ideas is coming to the mass market…
Enterprise 2.0 Flourishes When You Understand The Business Side Of The Enterprise
My point, with emphasis, is that we all need to a better job of understanding how our customers operate. Everyone needs to tell product managers that customers don’t care about your widget unless it can be tied to something larger that can transform business. It’s the classic technology silo. If your widget isn’t tied to a larger architecture that can be used to reconstruct a process, it’s just a widget that will rest on a digital shelf instead of a wooden one. (for you shrink-wrap folks)
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When vendors press for big picture questions early, they quickly have an opportunity to brand themselves as strategic instead of the tool company.
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what I plan to do is look at enterprise 2.o not from a toolset lens but from my customer’s lens. The disparity between the two is what frustrates me. I’ve seen some of the best technology around with a bunch of folks sitting around a table unable to produce more than one use case for the how it can impact the business.
12 Rules For Bringing 'Social' To Your Business
The social meme has now fallen prey to this and frankly it's at serious risk of losing what makes it special, at least in terms of the modern 2.0 era. All of the new uses of "social" in the online world: Social media, social marketing, software software, social networking, and so on, can be -- and often are -- extremely potent new methods for creating value with human relationships over the network. They can represent truly important, even revolutionary, new changes in the way to we interact with each other in our lives and businesses.
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Claims that you can use a Twitter account to turn around your customer service are another. These things can certainly help make a business social, but they are just the means to a long journey; a new way of operating a business in a more open, emergent, and efficient way.
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the network (the Web or enterprise or both) is about who is on it and how involved they are. Whether this is a customer community, an internal Enterprise 2.0 effort with blogs, wikis, or just a corporate social network, the transition to social business is about involving and engaging people far more than it is about picking a technology or building the infrastructure
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About failing Enterprise 2.0 initiatives
Seeing Enterprise 2.0 as a number of short-term initiatives that will immediately boost the productivity of knowledge workers, improve collaboration and fuel innovation will do us more harm than good. There are definitely quick wins to be made, but we need more time to make the large and persistent wins. Harvesting the potential business benefits of Enterprise 2.0 requires insight, motivation, commitment, patience, perseverance, flexibility - and a large doze of good old-fashioned stubbornness. Why? Because it is about making people change.
What are the tech bloggers missing? Your business!
It’s to the point where I’m wondering if I’m missing something. Is anyone doing a good job of explaining how to bring a business into the modern age?
Social Networking for IT Organizations in a Recession « IT Organization Circa 2017
I’ve been thinking about a couple of things my CIO clients are wrestling with, and how these might be better approached jointly rather than as separate challenges. These are:
1. How to strengthen Business-IT Relationships in the context of the current economic climate.
2. How to experiment with, learn from and foster Social Networking in the business context (rather than the more common “Facebook-like” personal context.
3. How to sharpen and refocus the role of IT for the global recession.
How to Survive and Thrive in Business Today with Web 2.0 - Part 1 [Dion Hinchcliffe's Web 2.0 Blog]
Over the next few weeks I'll be posting a series of articles that deeply explore a strategy for using the power of Web 2.0 ideas to move businesses into the 21st century. These strategies will drive forward any organization to not only survive present economic circumstances but drive growth and innovation while transforming safely to what increasingly appears to be a generational change in the business landscape. In other words, what you've been doing in the past will often no longer apply in the future. The assumptions that we've learned in a previous generation of IT and business education and occupations are frequently mattering less and less to how we accomplish our work and live our lives.
The Content Economy: The digital company 2013 - key points
# The “millennials” will expect to use technology at work as freely as they do in their personal lives. They will also be ready to collaborate.
# Senior management will have a clearer understanding of IT capabilities than is the case today.
# Social networks will be a fixture in the 2013 workplace, despite executives’ ambivalence on their role.
# The use of collaborative technologies will help cut through geographical and organisational barriers, and will give wings to virtual team-working.
# Digital tools will give employees greater control over the information they can access, which means less control for managers.
Umair Haque How to Build a Next-Gen Business Now
The macro crisis tells us that it's time to get serious about what we've been discussing for the last few months: building a better kind of business. So here's a five-step construction kit for tomorrow's revolutionaries.
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The macro crisis tells us that it's time to get serious about what we've been discussing for the last few months: building a better kind of business. So here's a five-step construction kit for tomorrow's revolutionaries.
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That's the third, simplest, and most fundamental step in building next-generation businesses: understanding that next-generation businesses are built on new DNA, or new ways to organize and manage economic activities.
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The services game: Will you trust a tech company to solve your business problems? | Between the Lines | ZDNet.com
Then all the IT giants will be talking about how they solve business process problems more than deliver technology.
The Elements of Value Network Alliances - Deloitte LLP
Today, the number of corporate alliances continues to rise — by as much as 25 percent a year — and now accounts for nearly a third of many firms’ revenues and value. Yet some studies suggest that the failure rate of alliances stands at an incredible 60–70 percent.* This troubling statistic prompts many questions about why so many firms struggle to generate success from an "open" alliance strategy. For instance, what are the general concerns with how open-based network alliances are structured? Can the implementation of an alliance strategy be simplified? And how can alliances consistently deliver value?
Internet Evolution - Steven J. Bandrowczak - The Changing Role of the CIO
A recent survey Nortel Networks Ltd. (NYSE/Toronto: NT) completed with IDC reports that in less than five years up to 40 percent of the workforce will be hyperconnected, demanding everywhere, all-the-time communications. Not only will these individuals be emailing colleagues or using IM while on the go, they will also be tapping into social networks and online communities such as blogs, wikis, and online forums to improve business communications.
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In order to compete in the global marketplace and take maximum advantage of this new “culture of connectivity,” corporate management and IT executives need to re-examine their current IT investments and business technology strategies. They must find ways to leverage tools, such as unified communications, and modify personnel policies, security regimes, and overall business practices to turn the challenges of hyperconnectivity into opportunities that drive bottom-line results.
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These workers, whether they are in or out of the office, will expect 24/7 access to information stored on the company’s enterprise server and multiple devices, such as PCs, laptops, and PDAs. Access to these new communications solutions, such as secure wireless Internet access, virtual meeting and telepresence capabilities, and Web 2.0 applications, will become a strong determining factor in their decision whether or not to accept the job.
Enterprise 2.0 Startups - Know Your Market
Nowadays, very few companies are worried about hosting mission critical applications outside of their own networks. Security is less of a concern, because companies are generally comfortable with Web security. And SLAs still exist, but they’re not the predominant issue. Most companies understand that web-based / hosted applications stay up fairly well, but nothing is perfect.
But even with many of the biggest issues resolved over the last 10 years, companies are still not adopting Enterprise 2.0 at the pace you would expect. And many Enterprise 2.0 startups can’t get the traction they need.
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. Enterprise 2.0 startups have to be wary about overselling innovation and change, while at the same time not sacrificing the value they bring.
What Are The 5 Social Business Factors? | socialutions
The Five Factors (Enrichment, Empowerment, Engagement, Enablement, Enticement) previously discussed are the vocal point of transformation for today’s business leaders. These five factors represent the new business paradigm of the networked world.
The Impact of Information Technology (IT) on Businesses and their Leaders
"The test of a first rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function."
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The first is an ability to impose new work structures—business processes, work flows, interdependencies, decision right allocations, data formats, operating models, etc.— on their organizations, and to have great confidence that these work structures will be followed with great fidelity, both across locations and over time.
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The second thing IT does is give business leaders the ability to let new work structures emerge without forcing them. Web 2.0 and Enterprise 2.0 technologies are wonderful new tools for letting processes, interdependencies, decision right regimes, operating models, etc. appear over time without central direction, and without much (if any) up-front guessing about how these structures will or should look.
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