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

Mar

2011

Social Software for Business Performance

"Social software has unique capabilities to address current operating challenges and improve operating metrics. To capture this value, however, companies will need to more systematically assess the operating metrics that have the greatest potential to move the needle and then strategically deploy social software to ensure near-term performance impact with modest investment."

www.deloitte.com/...socialsoftware

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enterprise2.0 socialsoftware adoption performance businessperformance strategy deloitte report exception

Profound changes are underway. The current technologies support standard business processes but fail to support the dynamic informal communications needed for resolving exceptions
Focusing on adoption is a dead-end strategy. Adoption metrics have not historically addressed what matters most to employees, managers or executives. As long as adoption is the primary measure of success, resistance, at all levels, will likely block successful social software deployment.
2 more annotation(s)...
- Companies must be strategic. Social software, applied against the problem of exception handling, can directly and measurably impact operating metrics and improve business performance.
- Companies must be decisive. Too often, companies implement social software without clear business objectives or a strategy for moving the needle on organizational performance.

Nov

2010

Is There Really A Social Business Imperative?

"As far as I know, the phrase “Social Business Imperative” comes from the CEO of Jive Software, Tony Zingale (you can see a great slide deck of his on this topic here). But the idea certainly seems to also underpin any number of Jive competitor products – Moxie Spaces, SocialText, Cisco, Leverage Software, etc., etc. The idea of the social business is gaining attention and software makers are fighting to corner the market on the idea for their own product. So it’s an imperative to them."

www.aiimcommunities.com/...lly-social-business-imperative

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socialbusiness Jive budgets IT enterprise2.0 silos integration performance businessperformance sharepoint dashboards sharepointpalooza integratedbusiness

First: The Social Business Imperative

I’m hearing this concept and even this specific phrase more and more.

As far as I know, the phrase “Social Business Imperative” comes from the CEO of Jive Software, Tony Zingale (you can see a great slide deck of his on this topic here). But the idea certainly seems to also underpin any number of Jive competitor products – Moxie Spaces, SocialText, Cisco, Leverage Software, etc., etc. The idea of the social business is gaining attention and software makers are fighting to corner the market on the idea for their own product. So it’s an imperative to them.
We can expect more spending on IT, but companies are still going to have to be very precise about how they prioritize projects.
3 more annotation(s)...
- That’s great. But you know what people were excited about at the SharePoint Palooza sessions I listened to? Dashboards.
  
  People wanted to see how do you take scattered data from different parts of the organization and tie them into a single view that tells, at a glance, the story of how the company is performing right now?
- It’s purely observational, but based on what I saw piquing peoples’ interests, I just didn’t come away feeling like “social business” was as much of an imperative as “integrated business”.
- All Social Businesses Are Enterprise 2.0 Businesses, But Not All Enterprise 2.0 Businesses Are Social Businesses.

Sep

2010

The Content Economy by Oscar Berg: Great resources for understanding the social workplace

www.thecontenteconomy.com/...sources-for-understanding.html

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enterprise2.0 report collaboration adoption performance businessperformance whitepaper socialmedia socialnetworks

Sep

2010

Organizations 2.0 - Intersection of Enterprise 2.0 and Organization Development: Business benefits of Enterprise 2.0 #e20

"1. Companies that widely harnessed social software (best-in-class) took on average 11 hours to bring a response team together for a key business threat, while industry average companies took 113 hours and laggards 105.
2. Best in class companies took five months to complete key strategic projects, while industry average companies took 8 months and laggards a staggering 14 months.
3. Best-in-class companies saw a 36 percent decrease in time to enact key business changes based on customer feedback, while laggards experienced a 17 percent increase."

www.gautamblogs.com/...fits-of-enterprise-20-e20.html

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socialsoftware enterprise2.0 organization productivity benefits performance businessperformance