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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.”
Enterprise 2.0 Demystified
In my experience the word “social” has always presented problems in the enterprise. Management exposed to the philosophies of 2.0 thinking, aren’t keen to encourage socializing in the enterprise, but are very willing to improve working. I saw a similar post by Chris Yeh on this theme. Also, we had a good chat internally in the Council about the meme wars, and members expressed their frustration in a wholesale change to the labeling of the sector. It will cause practical disruption and well as introduce confusion at a time when many in the organization were just starting to “get it.”
What Social CRM means for the IT Department
Though the theme of today’s meeting is “Is Social CRM for Real?”, I suspect that many of the people at today’s meeting will actually be thinking “What exactly is Social CRM and what does it mean to me?” Of course this question has been asked and answered in a number of blog posts by various members of the SCRM community, but the perspective of the IT department has been largely ignored. So in preparation for today’s meeting I thought I’d take a pass at trying to explain what Social CRM means from an IT department perspective.
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From a business systems point of view, becoming a socially-driven business requires that you re-think and re-engineer your business systems and processes in order to take advantage of Web-based social tools, technologies, and concepts.
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With Enterprise 2.0 tools the asset being leveraged is employees. With Social CRM the asset being leveraged is the customer.
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Adidas’ Internal Communication Team on Enterprise 2.0
A nice updated slideshow of Adidas’ Christian Kuhna on their implementation approaches and lessons learned.
The Attention Question in Social Business
Enterprise 2.0 (and Web 2.0 in general) is a great example of technology increasing the efficiency of the consumption of a resource. By being social we are creating more efficient and useful filters and information sharing capabilities. Whether it is expertise location on an internal social network or the ease with which we can share family photos, we have more efficient ways than ever to interact with large groups of people.
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We need to stop designing tools and platforms which are simply meant to allow people to connect, share and collaborate more. In doing this we are being incredibly irresponsible with the resource we value most
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It is only by creating more efficient ways for workers to do the job they are expected to do that we can create the space and time they need in order to create emergent outcomes.
Going beyond the hype: Identifying Enterprise 2.0 best practices
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.
Adoption of social tools in Clifford Chance
During our Insight Event last week, Sam Dimond (Director of Knowledge Systems) outlined his thoughts on how to get started with social tools, drawing from his experience of the adoption of blogs and wikis in Clifford Chance.
Top-down and Bottom-up Project Management: Leveraging the Advantages of the Two Approaches
Significant changes are taking place in management and especially project management today. We hear that organizations, like the New York Times, Tribune Co., Ernst & Young switched from the so-called top-down management style to bottom-up management. Others, including some of the world’s biggest corporations, such as Toyota and IBM, implemented bottom-up management style elements in some of their departments. The popularity of the bottom-up approach to management is growing. In spite of this fact, the discussions about the two major approaches are still hot. Why have organizations become so anxious about changing their management style? If we compare the two management approaches, the answer to this question will be clear.
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. Team members are invited to participate in every step of the management process. The decision on a course of action is taken by the whole team. Bottom-up style allows managers to communicate goals and value, e.g. through milestone planning. Then team members are encouraged to develop personal to-do lists with the steps necessary to reach the milestones on their own.
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These methods include are Enterprise 2.0 technologies – wikis, blogs, social networks, collaboration tools, etc. They come into organizations and change the original way of executing projects. They turn traditional project management into Project Management 2.0 and bring new patterns of collaboration, which are based on collective intelligence. Collective intelligence is a collection of valuable knowledge from different fields that each project team member is an expert in. This knowledge is now successfully collected and shared shared in a flexible, collaborative environment brought by second-generation project management software. The project manager is the one to conduct the work of his team and choose the right direction for the project development, based on the information received from the individual employees.
How Web 2.0 usage is changing over time
Across all categories, the use of Web 2.0 technologies by employees for internal purposes has increased from 53% in 2007 to 65% of respondents in 2009. The largest components of growth have come from using Web 2.0 to develop new products / services internally, to manage internal knowledge and to reinforce the company culture via tools such as internal social networking applications. The companies who have embedded these tools in their day-to-day activities and processes have seen the largest impact by improving communication across silos to reduce duplicate work and leverage experts in other areas.
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In contrast, over the past 3 years, the adoption of Web 2.0 technologies for connecting with business partners and suppliers has stagnated at 40%.
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The momentum we see in the growth of Web 2.0 technologies implies we will see higher penetration in 2010 for using these technologies for employees to collaborate and to facilitate interactions with customers.
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