businessapplications - Bertrand Duperrin on Diigo

Nov

5

2011

Putting the “Enterprise” in Social Enterprise

"Imagine booting your computer one morning and being presented with the three to five core tasks you need to complete that day. You click on the first item, and everything you need (tools; the latest sales report from your business intelligence (BI) system; notifications regarding a new CRM opportunity; an expense report requiring approval; and input from colleagues, partners, and/or customers) appears in a single workspace, where you can easily synthesize the information and take the next appropriate action.

Contrast that to today’s siloed work approach with several open screens and applications and time wasted toggling back and forth between a CRM system, a BI system, a to-do list, email, documents, Web pages, a search engine, a chat window, a spreadsheet (or two), and some form of collaborative or social management tool."

www.the-decisionfactor.com/nterprise-in-social-enterprise

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socialbusiness ENTERPRISE2.0 socialsoftware enterprisesocialsoftware businessapplications context collaboration BI decisionmaking

Collaboration within context. In a recent report, IDC referred to “collaborative, process-centric computing” as a key requirement for productive collaboration.
IDC estimated the amount of time wasted working in this type of fragmented environment, and the cost per worker, per year are notable, such as:

• People not finding the information they seek: $5,974
• Reformatting data from multiple sources: $5,974
• Publishing via multiple applications: $3,991
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- Enterprise-relevant use cases and best practices. Over the past year, the opportunity to significantly impact employee productivity has created a lot of interest in social collaboration products, and companies big and small have launched a number of new social products. The challenge is finding a solution that truly addresses real work that people are doing in their organization versus providing with a generic toolset.
- A focus on decision making. Did you know that the average person makes more than 200 food-related decisions on a daily basis? Imagine how many more you make at work.

Oct

12

2011

Socialtext Continues its Focus on Workplace Integration

"I have admired the capabilities within Socialtext for some time. It was one of the early enterprise 2.0 providers, well before the term was coined. They began with a wiki base and have added capability over time to build a comprehensive platform. A couple of years ago they added Socialtext Signals, one of the first enterprise micro-blogging tools. A wrote about them a year ago on this blog (see Socialtext Adds Micro-messaging and Goes Mobile). Recently, I spoke with their CEO, Eugene Lee, on their latest offerings."

www.theappgap.com/-on-workplace-integration.html

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enterprisesocialsoftware socialtext socialsoftware enterprise2.0 socialbusiness integration CRM businessapplications process

The platforms that Socialtext can easily integrate with include SharePoint and Salesforce.com. These are good choices. In my view SharePoint, and other document management systems, should be treated like other enterprise applications of record in the same way as an ERP or CRM system is being treated. Socialtext can then help increase engagement with these systems
Now you can bring issues form the CRM tool into Socialtext to generate more engagement and more focus
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- I really like their focus on integration and their emphasis on connecting with work processes. It is great to see Socialtext continue to evolve in the right directions.

Oct

3

2011

TIBCO’s Tibbr: Inching Towards Great.

"Few organizations providing enterprise social software have a process and integration DNA, as does TIBCO Software. The last of the independents in the enterprise integration game, TIBCO supports some of the most gnarly systems integration efforts at some of the best known organizations in the world. For these reasons, I went to TUCON 2011, TIBCO’s Annual Customer Conference to see what customers have to say about Tibbr, TIBCOs enterprise social software offering."

www.pretzellogic.org/...os-tibbr-inching-towards-great

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tibbr tibco context collaboration businessprocess businessapplications bi crm socialsoftware enterprisesocialsoftware workflow

I’ve been writing about this since 2009 and increasingly, scores of examples exist that show tepid or even failed social/collaboration uptake at large organizations due to the fact that context around collaboration was just not apparent.
Tibbr has drawn on its integration heritage to ensure that meaningful events can be drawn in from an organizations BI, CRM and other Business Applications that provide the needed context that often invokes collaboration in the first place
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- TIBCO also has a clear appreciation for how much time the average employee spends in structured work-flow and process activities. By extension, it also aware of the white spaces that exist outside of that workflow, and the daily scramble to find people and information outside of those work-flows to effectively complete the a given business activity.
- TIBCO just needs to ensure that on the ground, they stay focused on solving business tasks with the careful injection of collaboration where it makes sense.
- But between product vision and associated product chops at one end, and community uptake at the last mile of execution sits the translation of the business benefit of collaboration that TIBCO needs to communicate and help its customers succeed with
- Why do I hold TIBCO to a higher standard? Its because I truly believe that the world of integration, as we’ve known it, is going to be turned on its head over the next decade. It’s going to slowly move from today’s hard coded systems integration down in the bowels of the enterprise stack, to also include people integration at the last mile where instead of relying only on IT to perfectly integrate systems, we’re going to find that integrating and connecting people can be a more practical, cost efficient and fluid desig

Aug

19

2011

Why The Next App You Use Might Be In A Social Network

"While social networks are still just getting their sea legs in most organizations, the next big leap forward -- in addition to social analytics -- is likely to be the integration of our productivity and line of business apps into our activity streams. Will this unleash significant new value? Very probably. But it's also possibly the big integration opportunity that businesses have long looked for."

www.ebizq.net/...ght_be_in_a_social_network.php

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socialsoftware socialnetwork businessapplications integration

For example, we do most of our work in an array of individual software applications. Afterwards, we apply tools like e-mail to connect the thread of the work process back together with our co-workers and customer
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- We have to gather information together (or point to where it lives), and then document what it means or engaging in the work process somewhere else. In today's increasingly connected and inherently narrated social world, this no longer makes much sense.
- Wouldn't it be useful (more efficient, productive, cost effective, etc.) if we could just work in the context of the process at hand? Better yet, what if the work in the relevant apps was accomplished right in the activity stream?
- But all is not necessarily rosy with this picture. Enterprises have long had issue with free and open access to applications and frequently take a long time to absorb new innovation. Combined with the often nascent -- thought now finally maturing -- state of social networks in the enterprise and you have a recipe for low uptake, particularly if IT departments are disinclined to open up access social apps until they have the time and resources to deal with them from a security, management, and support perspective.
- One, the opportunity to close a big part of the context gap between business applications is very compelling and within easy reach with social apps. Two, a rich world of choice and competition is about to be presented to your workers, easily accessed from within where they work. Unless they want to push themselves into a increasingly tactical (and irrelevant) corner, most organizations will start planning soon to enable these outcomes and prevent them.

Feb

23

2011

IBM’s Strategy to Manufacture Social Networking Surprises

"The increased potential for generating surprise is a crucial difference between the kind of technology that most of us rely on every day and the sort that has arisen in the era of Web 2.0 and social networking. The more surprises a technology can produce, the greater its potential value. A few examples explain why this is true and may spark some thinking about how to increase the surprise factor in your business."

blogs.forbes.com/...re-social-networking-surprises

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IBM socialnetworking enterprisesocialsoftware activitystream socialbusiness collaboration ERP CRM businessapplications

Contrast this with most of the business tools we use. There is almost zero potential for surprise in most of our environments. Our email inboxes are about the only place we can truly be surprised by something. In most other business applications, we get answers to questions that we have asked.
The goal of enabling every business application to generate surprises is the main driver behind IBM’s creation of an ecosystem to support activity streams.
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- The Activity Streams Project is being implemented in two ways: by extending the Atom Syndication format and by adding a JSON-based format to the Open Social 2.0 standards.
- The standard defines verbs that describe what people have done (join, post, mark as favorite, etc.) and objects (article, bookmark, person, comment, photo, etc.) that may be acted upon by actors .
- IBM is using the activity stream standards to create applications that can aggregate activity streams from many different sources. The idea is that applications of all kinds, from ERP to CRM to collaboration systems to HR and so on will all be able to post important events and information to the news feed.
- Imagine such messages as “John Doe changed sales opportunity for WidgetCo to 50 percent down from 80 percent” or “Ian Farquharson notified Supply Chain Manager that Shipment X to Key Customer is delayed.”
- there will be native activity stream applications on mobile devices and tablets that will communicate with a cloud-based service that does the aggregation and helps figure out which activity streams are important to you.
- In addition to simple notification, the activity streams data could also include payloads of information that could be used by the device or the cloud-based service to perform activity
- The ultimate goal for IBM is not only to show that this suite of applications can be more valuable through integration of news feeds created from activity streams, but to also to act as a conduit so that the rest of the applications and sources of information used in a business can have their value amplified by social networking mechanisms.
- Their job is to show that this interconnected collection of applications is going to become the center of integration, a collaborative dial tone for business applications.
- If they can get SAP, Oracle, and all the other business application vendors to play along and integrate their technologies into their suite, end users could be treated to powerful surprises.
- The other players at the enterprise level, entrants such as Jive Software, Salesforce.com’s Chatter, Cisco’s Quad, Google Buzz, and others have offerings that have a smaller functional footprint.

Jan

5

2011

Enterprise 2.0: A Transition From Destination Site To Platform Services

"Detail: In general, the first wave of Enterprise 2.0 was arguably tool-based (e.g., stand-alone blogs, wikis). The second wave of Enterprise 2.0 focused on enabling an enterprise-wide destination (e.g., a “Corporate Facebook”) which acted as a community and connectivity hub for employees. More accurately, we might describe this type of platform as a social network site (Reference Architecture For Social Network Sites). The third wave of Enterprise 2.0 is moving in two directions virtually in parallel to each other."

mikeg.typepad.com/...site-to-platform-services.html

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enterprise2.0 applications platform services socialnetworks businessapplications integration processcentricity workflow sociallayer

The initial direction is to support social applications hosted on the social network site itself. The most common examples I’ve seen so far are innovation/ideation solutions but organizations will likely want to construct their own community-like applications on top of their social network site as well.
This horizontal trend is the second direction within this third wave of Enterprise 2.0 implementations. Social networking services will enable organizations to take social data within the social network site and surface that information contextually within another system (e.g., productivity suites, collaboration tools, enterprise portals, business processes, and mobile applications).
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- The recent discussions within the Enterprise 2.0 community have indicated that E2.0 should have greater process-centricity (e.g., integration with CRM, ERP, supply chain, etc). This type of pragmatic approach is more doable as vendors in this space prioritize API's to integrate "social" into the flow of work and adding a social layer as many have argued.

Nov

22

2010

Your social intranet is where work gets done

"When an organization launches a social intranet, the changes and benefits reach far wider than freeing up resource in the central intranet team. The intranet undergoes a fundamental shift when focus changes from communication to employees to work."

www.dachisgroup.com/...tranet-is-where-work-gets-done

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communication work intranet socialintranet sharing flows signals push pull appstore activitystream businessapplications

A social intranet delivers a platform for a number of activities that aren’t fully supported by all those other systems. Notes, thoughts and links to useful information – lots of what knowledge workers juggle in the course of a day – don’t quite qualify as documents and they are not fit for email because they are inputs into a work process, not outputs. The social intranet addresses this gap in many organizations if it satisfies two criteria: It must be easy to use and it must cater for individual rationality.
ntegrate the social intranet with other systems (CRM, DMS, your transaction systems) and signals generated in other contexts can be channelled into the main activity stream (including flows from the internet). Each individual defines their own slice of the stream by filtering for relevance and some platforms elegantly lets you subscribe to signals reflecting what your colleagues are finding relevant.
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- Your email inbox is a space in which other people have control of what you receive. On the social intranet, your home page reflects what is relevant to you.
- To get a glimpse of the full depth of knowledge, you need to reach behind the information to the people. Information, in this context, can be seen as signals that reveal something about what people know.

Nov

4

2010

E20 Summit 2010: Beyond Adoption

"I had the job of closing the event with a wrap-up keynote, the slides for which are embedded below, and my theme was how we move beyond a focus on tool adoption to realise mainstream business value."

www.headshift.com/...summit-2010-beyond-adoptio.php

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enterprise2.0 e20s adoption performance productivity processes technology analytics leadership agility maturity customercentricity sense motivation IT businessapplications

Too much management thinking in recent times has been focused on influencing behaviour by addressing extrinsic motivation - usually a variant of the basic carrot and stick idea - and not enough on tapping into peoples' intrinsic motivation to do the right thing and to make sense of the world around them.
Social business systems are well placed to strike a balance between human and corporate needs, getting more out of people with lower management overheads, and by increasing the connectivity between people in the workplace, they can make better use of a company's existing human potential.
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- In business and in public services, there seems to be a realisation that we have gone too far in trying to manage by repeatable process, and this has led to people taking less personal responsibility for outcomes. Also, given that process is often created but rarely revoked, we have seen a gradual accretion of check-box methods that are making business progressively slower, more expensive, and less customer centric
- It understands that the modern world is about aggregation, feeds and flows rather than managing knowledge objects, and that allowing work to take place in relatively open, collaborative environments is actually more reliable and robust than closed mode
- Software categories such as CRM, ERP, eDMS, BPM, etc are dominated by expensive, yet ultimately quite inefficient solutions
- Rather than trying to hold on to one-size-fits-all thinking, enterprise IT functions are gradually starting to adopt ideas about platforms and technology stacks that are already well-established in the more rapidly-evolving consumer IT sector.
- Social IT strategy
  We need to work with both IT and Lines of Business (LOBs) to create a social layer between the backend enterprise systems that IT guard so carefully and the new world of social apps that the business want to be able to use
- Ultimately, we believe this will lead to internal enterprise 'app stores' where IT manage and provision the underlying operating system and people in the business can choose from a range of small, cheap, simple applications that sit on top and do one thing very well.
- Most companies have huge amounts of data that could be orchestrated to provide people with a real-time view of the business. Until now, social analytics has been used only for making sense of signals from customers on the social web, but I think this idea will expand to encompass other sources of data about products, services and performance, and has the potential to accelerate business improvement generally.
- Given what we know about the spread of influence and behaviours in networks, how can we design interventions that change the dynamics in social systems, perhaps to increase flow or stimulate activity? Ideas from behavioural economics and concepts such as 'nudge' give us some starting points here, but a lot of it is common sense social dynamics (a colleague likens it to acupuncture) applied to networks.
- an social technology and E2.0 tools lead to meaningful change in the structure, culture and practice of business in today's enterprises? I think the answer is clearly a resounding YES, but it would be a mistake to think this can only be achieved by reforming the existing siloed structures that have been dominant for so long. Instead, I think a smarter approach is to patiently weave new networks and connections aligned to the way work gets done right now

Oct

23

2010

Pour Gartner, 2016 sera l'année des stratégies sociales globales

"Le social monte d'un cran dans le viseur du cabinet Gartner, qui vient de révéler, comme chaque année à cette époque, son Top 10 des technologies stratégiques de l'année à venir. Alors qu'en 2009 la problématique sociale apparaissait via une technologie, les outils de médias sociaux internes et externes, une deuxième technologie fait cette année son apparition, celle liée à l'analyse des relations sociales."

www.collaboratif-info.fr/...s-strategies-sociales-globales

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gartner socialsoftware businessapplications enterprisesocialsoftware

Mais le cabinet prédit surtout que dès 2016 la vague sociale aura touché la plupart des applications métiers. Ce sera alors, selon lui, le moment pour les entreprises d'adopter une stratégie qui coordonne leurs différentes initiatives : social CRM, collaboration et communication internes, démarches sociales externes.
Quant au deuxième type de technologies liées au social, qui ont pour vocation de mesurer, analyser et interpréter les interactions entre les personnes, les sujets ou idées, qu'elles soient internes ou externes à l'entreprise, elles recouvrent plusieurs sortes d'outils : filtrage social, supervision de réseau, analyse de sentiment, ou encore analyse de médias sociaux

May

31

2010

“Business Applications and Collaboration Platforms Should Be Linked”

"That phrase stood out like a beacon for me in the Social Media: Cultivate Collaboration and Innovation whitepaper posted yesterday by the Cisco Services Group that referenced the results from a study conducted between April and September 2009 with 97 businesses across 20 countries to understand how organizations use social networking and Web 2.0 tools to collaborate outside traditional organizational boundaries, and along with changes in culture and process, can drive business model innovation. To support that statement, I quote:"

collaborationzen.com/...ion-platforms-should-be-linked

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collaboration businessapplications integration

We’re looking to create a collaborative platform integrated into our business processes…because you can’t have the two decoupled.”
To unleash maximum potential, business and IT must work together to refine social networks, so that they are secure, integrate into corporate information systems, and support work processes to deliver business results.
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- In the end, organizations need to understand the relationship between business, process, culture, and technology, and how each area can catalyze collaboration to drive optimal performance and business success.

Bertrand Duperrin's Library tagged businessapplications → View Popular, Search in Google

Putting the “Enterprise” in Social Enterprise

Socialtext Continues its Focus on Workplace Integration

TIBCO’s Tibbr: Inching Towards Great.

Why The Next App You Use Might Be In A Social Network

IBM’s Strategy to Manufacture Social Networking Surprises

Enterprise 2.0: A Transition From Destination Site To Platform Services

Your social intranet is where work gets done

E20 Summit 2010: Beyond Adoption

Pour Gartner, 2016 sera l'année des stratégies sociales globales

“Business Applications and Collaboration Platforms Should Be Linked”

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