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" It was until recently that I started focusing around the business value of Enterprise Social that it hit me. Most people talk in jargon and have very little insight into what the underlying business problems are that they are trying to solve. Don’t get me wrong, they know their business problems, but in most cases haven’t connected the dots between problem and solution. Why? Because it takes a lot of analysis and thought to develop that understanding and most of us lack the time to do it."
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Does it mean that we should all be working with each other on everything? If that’s the case, we need to understand that collaborating usually slows things down because it involves scheduling and interacting aligning expectations and establishing a method for collaborating.
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What I think people expect when they want improved collaboration is to work with each other to get better results and do it faster.
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"Companies are increasingly adopting social media technologies, using Facebook to reach out to customers or YouTube to demonstrate new products. These are good first steps, but there is so much more that “social” has to offer. Social media is just one dimension of today’s social business."
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Today, by combining social networking tools – internally and externally – with sophisticated analytic capabilities, companies are transforming their business processes, building stronger relationships among their employees, customers and business partners and making better decisions, faster. This is what makes a social business – embracing networks of people to create new business value and opportunities.
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Here’s the trick with social business: Focus on people and culture.
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"Why is Enterprise 2.0 still considered more of a "movement" than a business imperative? Its evangelists speak more like Dr. Phil than Jack Welch. "
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When they asked him which specific business problems his "solution" would ostensibly solve, he didn't have much of an answer beyond the esoteric promise of enhancing engagement and promoting knowledge sharing. Worthy goals, but how would those things improve business performance?
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Enterprise 2.0 is still considered more of a "movement" than a business imperative. The movement's evangelists employ the kumbaya language of community engagement rather than the more precise language of increasing sales, slashing costs, and reducing customer complaints.
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" With the worldwide explosion of social media usage, businesses are feeling extreme pressure to be where their customers are. Today, that street corner is increasingly virtual, located inside a social media or social networking site. But in an environment defined by customer control and two-way dialog, are customers anxious to engage with businesses? "
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Businesses are rapidly embracing social media not only to build virtual communities, but also to create innovative social commerce programs, improve customer care and streamline customer research.
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Businesses need to realize that most consumers do not engage with companies via social media to feel connected. It turns out, customers are far more pragmatic.
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"We covered “The Business Value of Social Media and Enterprise 2.0” with an emphasis on HR process because of the audience. I want to share with you a bit of my thoughts from that session. I first set some context with the classic 2006 McKinsey report on IT spending most of their budgets on transactions but the real business value is in the interactions between people and this area has been underinvested"
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A key is the alignment of these new tools with business process and tasks. We are also seeing more integration of capabilities within a single tool set.
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I find these tools work best when aligned with business process and are not simply introduced as capabilities such as phones or email.
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"Here are 34 of those 100 social media case studies. These 34 case studies cover B2C, B2B, profit and non-profit areas. They include businesses big and small. They prove social media ROI based on:
* Sales
* Shorter Sales Cycles
* New Leads
* Improved company operations
* Innovations that resulted in a better way to do business"
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1) Have a clear business strategy, 2) Aren’t afraid to jump in 3) Use their imagination to make the most out of social channels, customer engagement and brand relationship.
"The "Measuring the Value of Social Software" white paper focuses on helping organizations answer the question:
How can we determine if our social software initiatives are successful and are providing the anticipated return on technology investment?
This white paper looks at how to measure the effectiveness and value of a social software initiative, what tools are available to capture key metrics, and what to take into consideration when establishing a measurement approach. "
"For first time conference attendees and particularly those not heavily involved in internal initiatives I found some bemusement about the core values of the technology solutions. Despite the rich product feature lists on the expo floor, tire kickers had a hard time understanding what core business values would accrue from purchasing and installing these technologies."
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Viral, grass roots adoption of low cost 2.0 collaboration was briefly all the rage before the world economy collapsed, typically flying under the radar before being cruelly stamped out by those whose management careers felt threatened by apparent self organization.
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The core problems businesses are interested in solving are fundamentally based on making more money: supposedly altruistic behavior ‘adoption’ is rife with psychological realities and hierarchy challenges which can actually make companies more inefficient.
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"Le livre blanc ne cache pas les problèmes du secteur en citant d’entrée de jeu les chiffres de Gartner où l’on apprend que 70% des implantations de logiciels sociaux à l’interne sont des échecs. Trop d’entreprises, selon Socialtext, ont adopté l’approche entreprise 2.0 seulement pour faire partie de la parade. D’où la nécessité d’établir au départ une stratégie avec des objectifs d’affaires clairs qui peuvent être mesurés d’autant plus facilement."
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Les départements les plus propices à améliorer leurs processus formels avec des outils sociaux sont ceux où les indicateurs de performance sont peu élevés, où tout le monde procède à sa façon sans savoir comment font les meilleurs d’entre eux et où on réinvente la roue au lieu de profiter du travail déjà accompli.
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Les départements les plus intéressants pour introduire des processus informels de collaboration en ligne sont ceux où les gens ont beaucoup de difficultés à se coordonner quand le rythme de leurs activités devient trop rapide. Les détails tombent dans les craques faute d’un partage efficace de l’information.
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"In this post, I want to describe what I saw at the conference, what I believe to be the missing components of the full Enterprise 2.0 picture, and also discuss how becoming "Driven to Perform" by understanding Strategy-Driven Execution is the best way to justify the value of Enterprise 2.0 in your organization.
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I believe a significant part of the problem that crops up in the Enterprise 2.0 value discussions stems from the fact that the champions of Enterprise 2.0 significantly underweight the complexity and pervasiveness of the existing information technologies in the enterprise and the reasons why these technologies evolved.
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They key activity steps of enterprise business processes embodied into today's ERP, CRM, SCM et al software, such order-to-cash, procure-to-pay, hire-to-retire, or record-to-report need to be highly structured for a variety of reasons, not the least of which is efficiency, their primary reason for being, but also for significant compliance concerns they address. I don't foresee a point any time in the near future where enterprises will leverage Enterprise 2.0 principles in the core of accounting, or payroll, or order management because there are serious risks to doing so for a business. These enterprise business processes are complicated enough without any unstructured processes surrounding in them, as you can see here in this offer creation process which we diagrammed in Driven to Perform in our chapter on Risk-Aware Marketing Performance Management.
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“Enterprise 2.0 is about applications where business value is determined through the contributions of participants.”
For the last 18 months, Intel has invested a significant effort to develop a full strategy & implementation roadmap for social computing within the enterprise. I am pleased to announce the release of a white paper Developing an Enterprise Social Computing Strategy that I did jointly with Malcolm Harkins, Chief of Information Security. The paper details our approach towards embracing the use of collaborative technologies while addressing the mitigation of legal, HR and governance issues. Here are some key areas you will find detailed in the paper
Now you can build metrics around social activity (registered participants, visits per month, posts per month, average time between visits, pages viewed, etc.) which is important and can be indicative of a thriving community. However, the activity may or may not be delivering business value. Business value is measured separately from activity.
What we haven’t done so well is make the business value case—how does it help organizations become more productive and competitive?
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What we haven’t done so well is make the business value case—how does it help organizations become more productive and competitive?
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.
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