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Looking to the Past for Enterprise 2.0 Adoption Principles
"These days there are incessant debates about the adoption of Enterprise 2.0 platforms, tools and practices.
We’ve been here before … we just did not have the infrastructure or the tools, nor the awareness or skill levels of large numbers of people.
As information technology first began its relentless march into the daily lives of people in the areas of work (mainframes, early integrated systems, desktops computers in the workplace) and general information-seeking (early days of websites and the Web), thinkers and organizational development conultants began paying attention to the intersection of technology and sociology. Many of the grandfathers and grandmothers of the field of organizational development will find the material on socio-technical systems familiar, and perhaps refreshing in the context of networked workplaces."
Communautés 2.0 en entreprise: trois niveaux personnalisés!
"On a cru au départ au grand paradigme de la transformation globale et uniforme de l’entreprise traditionnelle en entreprise 2.0. La pratique est en train de prouver le contraire… En effet, plus je travaille avec mes clients au déploiement de stratégies Web 2.0 et de certains de ses outils à l’intérieur de leurs entreprises, plus je m’aperçois que ce déploiement doit se faire de façon graduelle, par projets pilotes."
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Premier niveau
Comme nous venons de le voir, le premier niveau de communauté touche l’entreprise dans son ensemble. Des communautés que je nomme d’intérêt et qui sont ouvertes à tous les employés: profil personnel et professionnel à partager avec tous afin de faciliter la communication et la conversation, faciliter aussi l’identification des expertises et faciliter l’innovation participative.
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Deuxième niveau
À ce niveau, les communautés se spécialisent et deviennent des communautés de pratique, si chères aux spécialistes des ressources humaines qui ne jurent que par la gestion du savoir. En effet, c’est à ce niveau que les communautés génèrent des contenus d’expertise ou de mémoire d’entreprise™ à partager entre employés d’une même spécialité en vue d’un transfert générationnel.
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Will Enterprise 2.0 Drive Management Innovation ?
"What is today called Enterprise 2.0 can also be seen as the emergent stage of the intersection of significant advances in information technology, management science applied to business process and the analysis and control of operational activities. These forces and factors are converging in today’s workplaces, wherein a continuous flow of information is the rule rather than the exception. Thus, as Hamel asserts, it’s useful if not essential to cast a critical eye on the assumptions about static sets of tasks and knowledge arranged in specific (and relatively static) constellations on an organization"
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The 2.0 label is said to denote a more interactive, less static environment. Whether we like it or not, we are passing from an era in which things were assumed to be controllable, able to be deconstructed and then assembled into a clear, linear, always replicable and thus static form to an era characterized by a continuous flow of information.
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I believe that we need to revisit the fundamental principles of work design AND the basic rules used to configure hierarchical organizations in which the primary assumption is that knowledge is put to use in a vertical chain of decision-making
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Social Software 2.0: Enterprise Process Ubiquity
"In talking with people about the Enterprise 2.0 industry, I like to insert yet another versioning number scheme:
* Social Software 1.0
* Social Software 2.0"
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Social Software 1.0 is the “Tools Era”. Put these collaboration and information sharing tools in place, then let the benefits flow. And the benefits do flow.
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Here’s how I define Social Software 2.0:
The integration of collaboration, increased findability, social networking and crowdsourcing into core enterprise activities requiring defined workflows, specific user sign-offs, results measurement and role-based access.
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Resistance to change: The real Enterprise 2.0 barrier
"Large organizations continue to embrace Enterprise 2.0 as a viable addition to the corporate business process toolbox. As evidence, look no farther than the rapid growth of The 2.0 Adoption Council, which was founded this past June and currently boasts more than 100 member organizations, each of which has more than 10,000 employees.
Despite clear interest from the enterprise, discussion persists around obstacles to large-scale adoption of Enterprise 2.0 approaches, tools, and methods."
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The fundamental challenge to rapid diffusion of Enterprise 2.0 in large companies and the government is fear of change. As with all business activities, the human element remains a basic driver of success and failure. Enterprise 2.0 practitioners, consultants, early adopters, and observers should recognize the reality of these obstacles and plan accordingly.
Identifying teams for Enterprise 2.0 pilot groups
"There has been alot of talk about creating enterprise 2.0 pilot test groups before a full fledged implementation across an organisation. However, I haven’t read much about how one can go about identifying teams that will succeed in the pilot test groups. So what are the requirements of an Enterprise 2.0 pilot test groups? "
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Must be tech savvy enough to know how to use the Enterprise 2.0 platform.
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Managers and team members involved have a history of collaborating with other teams/business units
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Why Process Barfs on Social
"In fact, Ill go further: The ‘Its the early days’ argument just doesn’t stand up. No different from the plethora of consumer services that we all use (Twitter et al), first impressions are lasting impressions in the enterprise setting as well. As participants, we make up our minds very early about the usefulness of a program, technology or service. And so if intent, incentive, context and usability are not hard coded into the effort from the get go, its never going to have the required street credibility, no matter how much time and money you throw at adoption. "
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The problem is that, in the context of E2.0, there’s little discussion around performance objectives where social computing constructs and technologies can move the needle on discrete but large scale business solutions
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Following that we ran sessions that addressed delivering tangible value in the context of known functions and processes in the enterprise: purpose driven collaboration, reducing customer support costs via social concepts and improving product innovation via social concepts. No tools, no features and frankly no adoption. Just performance acceleration via strategic process and performance alignment – topics that are central to the consulting work that Oliver and I are involved in and frankly those that need to dominate the discussion around Enterprise 2.0 (detailed below).
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Is Enterprise 2.0 a Savior or a Charlatan? How Strategy-Driven Execution can pave the path to proving legitimate business value
"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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Does Social Software Have a Place in the Enterprise?
"To save time, Byrne took a vote and the audience helped narrow his discussion down to a handful of topics:
* Can social software consistently bring real ROI?
* Will the social software marketplace consolidate?
* Should we socialize existing applications or invest in new social software?"
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I take the no side on this with the exception of certain scenarios," he said of social software consistently bringing ROI.
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Similarly, another audience member mentioned treating social software as a separate entity is where the problem lies. Someone else suggested differentiating between two different architectures: is the business process correct for a 'webified' experience?
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A critique that missed the mark.
"I chuckled at first, because this was a healthy look at some of the over hyped technologies of the past 20 years. Each was a big deal in its time, but many failed to deliver to overblown expectations. And thus the author implies that Enterprise Social Media (ESM) is on the same path.
I find three flaws with the section on ESM, which I shared with my client, and now with you."
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Enterprise Social Media tools like Jive (or their many worthy competitors) do NOT propose that employees should use Twitter or Facebook at work. Of course many people waste time on those sites. That’s not the solution to enterprise problems. But those are the inspiration to the solution.
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Instead, ESM tools take inspiration from consumer social activities. And then they provide a separate environment that focuses on the workplace and work behaviors.
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Enterprise 2.0 : knowledge, innovation and productivity
The objective is to address key issues faced by organizations built around knowledge : management of not only knowledge but also innovation and productivity. First to see the current limitations with the tools and processes in place and then to see how collaborative platform and enterprise 2.0 approach can offer competitive advantages to the company.
Would You Manage CRM with a Wiki?
"In the recent Gartner Social Software Hype Cycle, analyst Anthony Bradley introduced a new category, Activity-Specific Social Applications:
“As social software implementations mature, application patterns are evolving, and the software industry is responding with activity-centric social application offerings rather than with generic social software capability suites. Delivering a targeted social solution with a general purpose social tool (such as wikis and blogs) can involve significant development, configuration, and templating effort.”"
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Bradley has identified the next opportunity in enterprise social social software. Integrating the valuable characteristics of social software into the in-the-flow activities that make up our days.
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Is World of Warcraft the best leadership training solution?
"As my the timing to display my slide have messed up during my presentation at Ignite Paris 2009, let me put it there so you can see how World of Warcraft could be used in Enterprise 2.0 to help detect and train the leaders of tomorrow"
Enterprise 2.0 and the Paradigm of Social Partnerships
"Outside of internal team collaboration (say, a group of marketers, a group of engineers, etc.), no spray & pray / general purpose employee collaborative strategy (or tool application) is going to really show sustainable impact for every tribe or collective. And just like traditional business ecosystem partnerships (customers, suppliers, channel), these internal partnerships also get significantly rattled in the face of industry consolidation"
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First, existing structural inefficiencies in how internal or external partners liaise as a result of little adherence to basic human interaction constructs and incentive structures, and unnecessary process centric technology that restricts human capital flow
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. No doubt that the current tools will play a significant role towards simplifying these relationships. But to accelerate business performance via social computing constructs, lots of design work is needed along with the filling of critical technology gaps to truly account for context, cognizance of both process and social at the business activity level, and a deep understanding of and response to individual incentive that makes participation a natural instinct.
How to build vibrant communities
"Communities don' t just work. The creation and sustaining of communities needs active facilitation.
As part of the SunSpace deployment we created a Community cookbook which covers following topics 200901192239.jpg
* Community overview (CoP,project teams, social networks ...)
* Community build (roles,responsibilities,measures, getting started)
* Active Community management (facilitation tips & tricks, health check )
* Scalability (community driver model, self supporting communities)
* etc."
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- > 25'000 users
- 10 time growth within six month
- > 500 communities
- > 130'000 content objects (wiki pages, attachments etc.)
- > 5.5 million social activities
- consolidation of 3 existing knowledge management tools (aka shutdown these sites )
The implementation of SunSpace has been proven to be successful . Since we launched SunSpace in July 2008 we have
Community management: The 'essential' capability of successful Enterprise 2.0 efforts
It’s not a skill that’s been widely understood until quite recently, however community management has begun to move to the forefront of discussions about enterprise social computing as the use of social tools begins to climb the maturity curve. Now community management is increasingly proving not just useful but a critical component of Enterprise 2.0 efforts despite an often vague understanding of what it is and where it should be situated in the org chart."
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The vast majority of the respondents, 95% of them, rated community management as “essential” to their Enterprise 2.0 effort. The remainder listed it as “important”
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Simple Definition of Enterprise 2.0
“Enterprise 2.0 is about applications where business value is determined through the contributions of participants.”
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