Home
Bertrand Duperrin's Library tagged → View Popular
Social Business Design
"This is why Social Business Design matters, allowing companies to:
* Articulate the approach to creating a social business: “intentional creation of dynamic and socially calibrated systems, process, and culture.”
* Utilize a mutually exclusive, collectively exhaustive framework for analyzing the current state of business via four archetypes: ecosystem, hivemind, dynamic signal, and metafilter.
* Outline how functions can apply social business principles within their areas of practice: customer participation, workforce collaboration, and business partner optimization."
When Does Anonymous Idea Posting Make Sense?
"Solid advice for any type of social software is that the greater the transparency, the greater the benefit. This means a bias toward making information available to all, not a few. It also means associating contributions to specific individuals. Visibility of contributors gives context, improves the quality of discussions and makes it easier to find individuals with ideas and knowledge on specific subjects.
But there are occasions when it makes sense to allow individuals to contribute ideas without revealing their identity, which Spigit's platform does allow. In these cases, the ideas and related information are visible to anyone who has eligibility to see them. However, participants in the innovation community won't know who submitted the ideas. There are two reasons companies would enable anonymous posting:
1. Employees are concerned about retribution for their ideas
2. Employee identity may influence the feedback others provide"
-
Fundamentally, this is a cultural issue. Something in the environment has sent the message that execution more than participative innovation is valued. The foundations of that culture need to be addressed.
-
In this scenario, anonymous posting is a bridge to a more transparent culture. It is a temporary feature to be turned off when the core work environment changes.
- 1 more annotations...
How do you create a culture that is not afraid to fail (or be more receptive to social media?)
So, we came up with this topic: "Creating a Culture that is not Afraid to Fail." I thought this would be a great opportunity to reflect on some of my recent blog posts on this topic as well as gain new insights from others who work on social media in a corporate (and nonprofit) setting as well as my network.
-
Must come from the top: reward learning
-
Unpack the fear of failure through internal discussions
- 3 more annotations...
Enterprise 2.0 is Neither a Crock Nor the Entire Solution
Enterprise 2.0 is trying to solve a couple levels of problems.
-
From a technology standpoint, E2.0 is addressing the failure of existing enterprise systems to provide users with a way to work through exceptions in defined business processes during their execution
-
From a organizational and cultural perspective, E2.0 is defining a way of operating for companies that reflects the way work is actually accomplished — by peer-to-peer interaction, not through command and control hierarchy.
Corporate Social Media, from Macro to Micro
This concept of going from macro to micro must be the most significant development brought by the social Web. While in the past, the official position of a company was the *only* public position a company would have, today, a company's public face is a composition.
In fact, if it's done its job well, an organization could have a myriad voices, all different, yet all on the same cultural page.
Essentially, you would build the macro with a co-opetion of micros - from employees, to peers, to partners. If everyone in any organization could express themselves, unless you had an orchestrator, you'd probably have a cacophony. Not good.
Balancing Technology and Culture During a Social Business Implementation
The topic of corporate culture and social computing has been done to death but still seems to rumble on as an undercurrent for many blog posts. Views range from the suggestion that corporate culture needs to be right for social computing to succeed all the way through to suggestions that social computing can act as a catalyst for cultural change. Of course its never as clear as either of those academic stances and when you listen to people in workshops saying, "it's not about the technology, it's about the people," in the same breath as, "the platform has to be perfect," it becomes very apparent very quickly that there is confusion over where the optimum balance lies.
-
Let me start by saying the final aim of any social business program shouldn't be to find balance between technology and culture.
-
In a company with a good culture they'd see the benefit of sharing and make the best of the tools they have. In a poor culture, one where there is fear or dislike of sharing, it's easy for people to use the drawbacks of the technology or process as an excuse not to share. "It's too cumbersome to upload a document," "It's too difficult to find a time when everyone is available for a meeting." In this case an answer would be to set-up a blog platform. Make the blog platform easy to use. Make the process of posting to the blog wonderfully simple. Those people who didn't share simple because the ways of sharing in the past weren't good enough will now be able to share. Those who used technology as an excuse will still not share.
Five lessons learned about cross-cultural social networking
Social networking theorists like to debate whether and how much cultural differences impact the way people respond to and interact with social networks.*
Some, for example, argue that networks such as Facebook mainly reflect and accommodate values and norms prevalent in Anglo-Saxon cultures (U.S., UK, Canada, etc.) — which explains why they’re much less successful elsewhere.
Netflix: « Plus l’entreprise grandit en taille, plus nous donnons de liberté à nos employés »
Quand une organisation croît en taille, constate Netflix, son fonctionnement devient plus complexe. La direction tend souvent à réagir de la même façon: plus l’organisation grandit, plus elle resserre le contrôle sur ses employés, via Netflixslide des procédures sans cesse plus strictes. Le but: éviter le chaos.
En optant pour cette voie, le management pave toutefois le chemin d’une nouvelle difficulté. Les talents fuient les procédures rigides qui laissent peu de place à la créativité. Soit ils se détournent de l’entreprise. Soit ils passent en mode passif et ne s’investissent plus qu’un minimum.
Sur le court terme, le resserrement des processus peut avoir un impact positif sur le résultat. L’effet, toutefois, n’est pas de longue durée. L’organisation génère des foyers d’inertie. Les employés, valorisés par rapport à l’application des processus actuels, résistent au changement.
Or, l’environnement économique est mouvant. De nouvelles technologies et de nouveaux concurrents apparaissent sans cesse. L’entreprise ne parvient plus à s’adapter assez vite aux nouvelles circonstances de marché.
Social Networking on Intranets
As people embrace social media in their private lives, they naturally expect to use similar tools within the enterprise. This is especially true for younger workers who use these tools in everyday life. Open communication, collaboration, and content generation are as much a part of their standard toolkit as using a computer or mobile phone.
So, how should companies deal with the increasing expectation that Web 2.0 will drive Enterprise 2.0?
* Taking the slow road means that companies will risk losing workers who expect innovation in the outside world to reflect directly on how they communicate at work.
* Going for quick adoption means that companies must find ways to overcome the risks to corporate culture that adopting these tools can entail.
If your organization is still unsure about what to do with these emerging technologies and how to adapt them to suit its culture, you're in good company. A main finding from our study's interviews is that most companies are not very far along in a wholesale adoption of Web 2.0 technologies — unless "thinking about social software" is considered progress. The oft-repeated refrain from interviewees was "talk to us next year."
-
Business need is the big driver. Although our report discusses specific tools (blogs, wikis, and such), enterprise 2.0's power is not about tools, it's about the communication shift that those tools enable.
-
So, rather than saying: "X is hot on the Web, let's get it on the intranet," say: "We need to accomplish Y; can X help us?"
- 2 more annotations...
Breakdown: The Five Ways Companies Let Employees Participate in the Social Web
Consider this a supplement to my latest report on “How Companies Should Organize for Social Computing“. I continue to get questions from clients, and have spent time with more large brands are connecting with customers. Diving in further, I’ve noticed that there are three ways that companies allow employees to participate. Update: On a related note, I gave my thoughts to CNBC about the roles of social within corporations.
Web 2.0 in the Enterprise 2.0
And the most successful projects have at least two things in common: They were built with a key business process in mind, and predicting their ROI was not part of the equation.
Enterprise 2.0: Culture Is as Culture Does
I put together the graphic below as a framework for thinking about things like culture and adoption. It’s a process flow for pilot deployments of social software, based on some of my experiences. There are actually several different points included in it.
Six Important Conversations To Have To Bridge The Enterprise 2.0 Cultural Gap
Here are six conversations that I recommend occur in your organization that will help your organization bridge the cultural gap between the status quo and the organization as an effective user of Enterprise 2.0 tools. This builds on a previous post where I stated that "to optimize the technology and achieve improvements in organizational effectiveness...a focus on the overall organization is important."
-
A preliminary step prior to these six conversations is to educate members of the organization about these new Enterprise 2.0 tools. The matters to be shared include: the nature of the Enterprise 2.0 tools being deployed; how the tools compare with the popular Web 2.0 tools with which people may be familiar (Facebook, Twitter, blogs, bookmarking, wikis, search); how the new tools fit with existing tools being used
-
We can compare these behaviors, attitudes, norms and values to what exists in the current organization. We can ask, in what ways will we have to behave differently or need to develop different attitudes and values.
- 4 more annotations...
Microsoft: Bad User Experience Is Cultural
It is much easier to use product managers to create a repeatable process. After all, there is much less passion involved. For many markets, it may not be worth Apple-style design. People often wonder for Enteprise software whether it matters, for example. But I don’t buy my PM friend’s argument. Talent of all kinds is always scarce. A decision to eschew finding talent for a repeatable process creates mediocrity.
The Clash Of Ages: How Technology Divides Workers
If you're a boss, what do you do about employees who love to tweet, text and social network throughout the day? It's a question companies are grappling with as the generation gap threatens to create a communications divide.
Enterprise 2.0 Reflects the Culture
Why are Enterprise 2.0 implementations of blogs, wikis, or forums not living up to the expectations of the technology?
The primary reason is because social media tools reflect the culture of the organization – they can’t change the culture of the organization by themselves. If the “social” part of social media doesn’t exist within your organization or is corrupted, all you’re going to end up with is “media” – a blog with no readers or a wiki with no edits.
Does Self-Censorship Help Innovation? The Enterprise 2.0 Approach
The next time someone tells you that you need lots of ideas, stop, think and work out the outcomes you want before you go collecting thousands, and thousands, and potentially more thousands of fluffy, non-relevant ideas that go nowhere.
The gist of Mark’s post is that encouraging the contribution of ideas from all quarters is actually counterproductive. He prescribes the concept of an “appropriate” number of ideas.
-
- Emergence
- Filters
- Culture
This perspective is quite different from the tenets that are driving the Enterprise 2.0 movement. There are three elements of Enterprise 2.0 that are relevant here:
Selected Tags
Related Tags
Sponsored Links
Top Contributors
Groups interested in culture
-
russia
Russia, Century 21
Items: 9 | Visits: 107
Created by: anatoly antohin
-
Race, Culture, and Politics in the "New South"
These resources address iss...
Items: 11 | Visits: 318
Created by: David Voelker
-
Latin American anthropology
Collection of resources rel...
Items: 27 | Visits: 128
Created by: Adam Bohannon
Highlighter, Sticky notes, Tagging, Groups and Network: integrated suite dramatically boosting research productivity. Learn more »
Join Diigo