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"The possible link between information overload and suicides among employees at France Telecom may be spurious. But recent research indicates that information overload can have a negative effect on such activities as organizational decision making, innovation, and productivity. In one study, for example, people took an average of nearly 25 minutes to return to a work task after an email interruption. Another study found that time lost to handling unnecessary e-mail and recovering from information interruptions cost Intel nearly $1 billion a year. An article in the October issue of HBR, found that forcing knowledge workers to take weekly breaks from email and other work distractions improved performance."

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informationoverload suicide francetelecom productivity costs

Those trying to read the tea leaves about Enterprise 2.0 these days can see that the software at least has arrived in a bare majority of companies, even if it’s just Facebook or Twitter across the firewall. Genuine adoption and meaningful integration into business processes has certainly happened in a number of organizations, but is still the edge case today rather than the rule. That’s not to say the current case studies aren’t reporting gains, they generally are. But the message here is that many enterprises are now actively in full contact with the social computing world, whether they want to or not, and now it’s time to understand how to deal with the benefits and issues.

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enterprise2.0 adoption socialcomputing framework bestpractices communitymanagement costs trust risk bottomup topdown control

The heaviest users of Web 2.0 applications are also enjoying benefits such as increased knowledge sharing and more effective marketing. These benefits often have a measurable effect on the business.

www.mckinseyquarterly.com/...sey_Global_Survey_Results_2432 - Preview

enterprise2.0 web2.0 mckinsey value innovation knowledgemanagement marketing costs costreduction adoption

An organization without a 2.0 strategy risks being left behind, or outright failure (though death may be slow). Employees want to work for progressive and innovative organizations, and expect 2.0 environments from employers of choice.


561 organizations of all sizes from across the planet participated in the Intranet 2.0 Global Survey and the results reveal rapid adoption of social media on the corporate intranet in the past year.


Once a nice-to-have or a future wish, Intranet 2.0 tools such as blogs, wikis and other vehicles have become mainstream, and are present in nearly 50% of organizations (regardless of size) in the Western World.


Intranet blogs, wikis and discussion forums are quite pervasive, while other less common tools such as podcasts and mashups remain an after-thought at most organizations:

intranetblog.blogware.com/...4240228.html - Preview

enterprise2.0 intranet2.0 adoption survey costs

I’ve recently been asked a couple of questions I used to hear all the time. The questions are:

1. Doesn’t process discipline add overhead and cost?
2. Doesn’t process discipline stifle creativity?

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process costs creativity discipline standardization

While granting that "clouds are very cost-effective" for small and medium-sized companies, McKinsey argues that a large company would spend considerably more today if it were to shut down its data center and run all its applications out of a utility-computing cloud.

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cloudcomputing mckinsey costs Saas utility

The real answer is to dramatically decrease the cost of failure. A leadership team seeking to achieve this aim has three levers at its disposal:

1. Lower the costs of experiments. Running experiments need not be expensive. There are tons of low cost ways to test critical assumptions (chapter 5 of The Innovator's Guide to Growth describes about 30 such approaches).

2. Change the order of experiments. Many companies spend a lot of money answering the wrong questions. They'll seek to perfect a technology without understanding whether there's a market need. Assess strategic risks first, because they are often what sink an idea.

3. Increase the pace of decision making. Entrepreneurs with clearly bad ideas typically don't have the luxury of spending money on those ideas for too long. Companies, however, can let bad ideas linger for inordinate amounts of time because of slow decision-making processes. Shutting down flawed projects early avoids needless spending — and focuses resources on the best ideas.

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innovation costs failure experiment

This is an interesting issue to consider and I’ve come up with my Top 10 Challenges for IT departments around Enterprise 2.0. This is by no means an exhaustive list - it’s just my own perspective after a fascinating day thinking about Enterprise 2.0 in the light of my own experiences.

katecarruthers.com/blog - Preview

enterprise2.0 IT ITdepartment CIO security costs ROI Saas

Intéressante base de départ proposée par Forrester… la formule de calcul à la fin un peu moins ;-)

talentpower.free.fr/?p=122 - Preview

forrester communities enterprise2.0 internalcommunities ROI calculation costs benefits

This is a presentation I did this week at the Butler Group Enterprise Web 2.0 Strategies Event. The point of the presentation is how to reduce costs in a time of crisis, but also don’t forget about innovating.

I’ve adapted the presentation to be shown online, with commentary on the slides where I would have been speaking.

I talk about 3 areas

* Reducing costs (by saving on event costs, and market research costs)
* Innovating (by providing an open and transparent way for people to share their ideas)
* Productivity (which is a by-product of the others, but also increasing revenue for example with more effective sales teams)

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crisis costs costreduction innovation productivity socialsoftware enterprisesocialsoftware

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.

web2.socialcomputingmagazine.com/iness_today_with_web_20__p.htm - Preview

web2.0 innovation crisis growth costs costreduction transformation business changemanagement customerrelationship

For many people the positioning of Enterprise 2.0 as a cost reduction engine is not new. Complexity reduction, efficiency increases and fast response times have been the cornerstone of many Enterprise Social Software pitches in the last 5 years.

www.fastforwardblog.com/...-enterprise-20-takes-the-stage - Preview

costs productivity socialmedia socialsoftware growth enterprise2.0

For anyone born after 1985, entering the workforce is a technological shock. Raised on MySpace.com (NWS) and Wikipedia, these workers can't comprehend why they should have to wait 18 months for a company to build corporate software when they can download

www.businessweek.com/...b4097065813253.htm - Preview

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La demi-stratégie

Beaucoup de nos entreprises ont non pas une stratégie, mais une moitié de stratégie. Elles veulent « grossir pour survivre », mais restent campées sur leur activité traditionnelle et refusent de diversifier leur offre. Elles veulent « réduire les coûts », mais négligent le marketing. Elles veulent « assainir les finances », mais répudient la R&D. Leurs dirigeants négligent la polyphonie de l'entreprise, la multiplicité des logiques qu'elle articule (voir Modèle en couches) et qui toutes sont nécessaires, pour n'accorder d'attention qu'à une seule mélodie.

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strategy enterprise costs economy growth organization

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socialmedia knowledgeeconomy productivity costs knowledgeworkers