enterprisesocialsoftware - Bertrand Duperrin on Diigo

05 Nov 09

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.
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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- What are the problems you ask? It’s a topic for another day — but I’ll hint as a few: Some are functional: e.g. Integration with Enterprise fixtures, integration with real-time needs, management of collaborative information v.s. published information. Some are business strategy e.g. pricing strategy, messaging, gap in the cost to value-perception. Too many (or too few) potential buyers. etc. There are others too — like Adoption issues. These, and others, are problems that are being addressed by the industry thought leaders. But the article did not cover these.

29 May 09

5 Factors to Consider When Selecting Enterprise Social Tools

What factors should you consider when selecting an enterprise social media tool for your business? According to the comprehensive new GigaOM Pro report, “Social Media in the Enterprise” (subscription required), you should:

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11 Feb 09

The Infusion of Community and Product Management for Social Software Development | SocialComputingMagazine.com

Everyone is low on talent. Many are missing, or, simply can't afford the connection between the market and development. So why not have an outside-in community product manager for your social software? What does that mean? Traditional product managers work alongside the development team. They are responsible for a multitude of tasks, including gathering, prioritizing, managing and conveying requirements and priorities from their stakeholders to the development team. That's a lot of stuff for someone to do with decreasing resources. So how about having a counter-part whose sole purpose is to represent the outside stakeholders - like Principle, End Users and Partners.
[...]
So the primary responsibility for the Community Product Manager is to filter, manipulate & translate that Social Content 2.0, derived from the stakeholders, into the language of the product manager and the development team. If everyone gets along, this should not only reduce the workload of the over-burdened product manager but also infuse the community's Social Content 2.0 into the product's development lifecycle. This is the aim of outside-in software development.

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05 Jan 09

Collaborative Thinking: 2009: Planning Considerations For Enterprise 2.0

Rather than list off a "top ten" list of predictions for 2009, I thought I would briefly layout some topics and areas that business and IT decision-makers should pay attention to when formulating Enterprise 2.0 plans:

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enterprise2.0 socialnetworks enterprisesocialsoftware communities culture

Business leaders also need to realize the importance of cultural dynamics and the challenges that go along with changing work models and persuading people to change their behaviors. Consideration of new roles (e.g., community organizers) and new ways of assessing people's participation and contribution (e.g., redefining performance appraisal processes) are not far-fetched ideas.
So, I'll repeat myself in 2009 - IT organizations need to look at this space as a middleware decision.
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- Culture: It's not about the technology (per se). I've talked to organizations that have both succeeded, are struggling, or have failed with various E2.0 "tools". Organizations that have effectively leveraged E2.0-related tools most often are those that realized that cultural issues and E2.0 initiatives go hand-in-hand. Governance, change management, community-building and other "people strategies" help organizations leverage cultural dynamics in a positive fashion.
- I was surprised to find a disconnect between social networking initiatives and identity management efforts. If employee profiles and the social tools they use to express themselves and establish relationships with others become the "fuzzy front-end of identity", then how those profiles become aligned with identity management becomes a critical issue for business and IT strategists. The interoperability aspect with external environments as digital life and digital work converge clearly comes to the forefront as well.

20 Dec 08

Library clips :: The top-down and bottom-up creation of enterprise communities, and wikis :: December :: 2008

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adoption facilitation enterprise2.0 enterprisesocialnetworking enterprisesocialsoftware communities

I meet with the proposed leader and a couple of key members, and we go through everything, then they may or may not talk to their team before coming back to me to finalise.
Then I ask the leader to pilot the community with a few key members, this way when it’s opened to more people they can visit and read the content and discussions that have already taken place. The idea is to make it attractive and engaging on the first visit.

The other aspect to this is that the community leader and key members will be proficient users and will be empowered to tackle questions by new users.
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- Something I’ll add here is that the person I talk to has to be the community leader, they have to be the passionate person. What happens with organisational/team based communities, as opposed to practice or share interest communities, is that a sponsor will set it up with me, and then they leave it to others to run…whereas I’d rather speak to those others from the start as well…I want a relationship with the person running the community. I want the nominated person to be passionate and committed, and not doing it because their boss said so…this is something I try to make known to their boss.
- I’ve mentioned that some people:
  
  - think they want a community, but don’t, once they find out it’s not what they wanted
  
  - don’t have time to commit
  
  - don’t like the top-down process of having to set one up
- My speculation is that we would have hundreds of abandoned communities, as people would realise it’s not what they want, they don’t know it’s about conversation, they don’t know how to facilitate, etc…
- Simply, if there is a button called “create a new community”, people will press it, but if the button is “request a community” and outlines steps in involved, they are more inclined to wait another day, or never (and continue as an email gang)…that’s human nature. But then again if they are really passionate about enhancing their email gang with more appropriate tools, then they will make time for the formal process of starting a community.
- But then our communities are more robust than Facebook groups, you can do a lot more with the structure, permissions, and look and feel. Facebook groups are more disposable whereas our communities seem more professional. With our communities you wouldn’t go to the trouble to creating a “Nicole Kidman hate group” (well you wouldn’t do this in the enterprise anyway), as they take longer to set-up, and gather people…so I’m thinking here that there is a difference between a group and a community, or at least a group being a feature of a social network.
- And of course it depends on your culture eg. if I was talking about a company like Google, I would assume their culture is web 2.0 savvy, and can probably survive on bottom-up creation. But that doesn’t necessarily mean they have facilitating and leadership skills.

15 Nov 08

» Using Enterprise Social Software in a time of economic crisis

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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23 Sep 08

Awareness Report on Best Practices in Adopting Web 2.0 in 2008

Employers are starting to allow social media participation more freely in their organizations: The number of organizations that allow social networking for business purposes has increased dramatically to 69 percent in 2008 up from 37 percent last year.

Employers are finding the benefits of using social media: 63 percent are using social media to build and promote their brand, 61 percent are using it to improve communication and collaboration, and 58 percent re using it to increase consumer engagement.

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20 Jun 08

Is Enterprise 2.0 about selling software or solving problems?

So the future I think we should try to avoid is one where the solution to every problem is to buy software. [...]
[Tools] real value will be in the way these are moulded to individual and group needs within the enterprise to create truly situated, native tools that support both existing and new ways of working better than enterprise software ever has before. But even that is worth little unless we can also succeed in engaging people and weaving these tools into the social and political fabric of the organisation. Software can't fix that.

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24 Apr 08

The AppGap » How Web 2.0 Changed Workplace Culture: News, views, and reviews of Work 2.0 tools, apps and practices

The new internet landscape was more collaborative and more user-oriented,and the new audience was more keen to try out the new tools at their disposal.As these tools are integrated into the business world,work processes change-along with workplace culture

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Corporate Antisocial Behavior: the Enemy is Us. « ITSinsider

Enterprise 2.0 tools simply won’t change basic human nature. It will be a new opportunity for change management or perhaps business social process re-engineering that will enable these tools to deliver on their powerful capability for the enterprise.

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enterprisesocialsoftware enterprise2.0 management social

19 Apr 08

The Secret Sauce of Social Network Analysis

The essential ingredient required in any social-computing initiative aiming to be more than a "facebook-for-the-enterprise-portal" is "social network analysis". [...] it is "the understanding of who is connected to whom and why" within an organization.

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22 Mar 08

Knowledge Management as an ecosystem - DogEar 犬の耳

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07 Mar 08

Innovation/Web 2.0 - The Global Human Capital Journal

their clients are struggling with adjusting to the Knowledge Economy, globalization and decreasing margins and Enterprise Adaptability prescribes collaboration and innovation to cure legendary agility gaps.

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