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"Soyons clair, quand on parle ici d’entreprise 2.0 on parle bien de cette dernière dans ses trois dimensions : interne, externe et présence ce sur les médias sociaux. Voici la synthèse de différentes études qu’a fait Dion Hinchcliffe, du Dachis Group, au dernier Enterprise 2.0 summit qui s’est tenu à Paris en février."

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"Many of us in business have heard the popular aphorism, "People are your greatest asset." Some of us may even believe it. But is this sentiment reflected in our corporate cultures and the way our leaders lead? For the most part, no — and there's a reason for that. "

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"A team of more than 40 IBM consultants have undertaken a massive redesign of IBM’s web properties: a galactic redesign that includes both the external website and internal intranet.

The core objective: a Single design system that converges the intranet (W3) and Internet standards, incorporates reusable design patterns and evolves the design system through collaboration."

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"A growing number of companies talk about the benefits of adopting web 2.0 tools inside the organization, but the list is short for companies that are using them for increased business results.

Unisys, the 138-year old tech firm, has quickly made "going social" part of its culture. Here's how they did it, and how they're using social media tools to become more agile, to share knowledge, and to increase the speed of innovation."

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"Understanding who knows what inside today’s modern organizations can be an exercise in frustration, especially when you’re trying to get things accomplished in tight timelines. Social software that delivers insight into the community can help by making it easier to find the right person. SAP’s Scott Lawley explores how, by leveraging community connections and interactions, a series of expertise dimensions can be measured, computed, and put to good use to improve collaboration."

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"Earlier this week I gave the opening keynote at the Sydney launch of Tibbr, the new social enterprise offering from TIBCO. I hope to have the video of my presentation up before long.

Before the event I summarized some of the very positive commentary on Tibbr since the San Francisco launch two weeks ago.

It’s now time to offer my own thoughts. Here is what I think is most interesting and important about Tibbr."

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"En effet, si l’on en revient au fait que les applications de Case Management font appel aux compétences des experts métiers, une nouvelle problématique se pose : comment identifier le bon expert ? Quelle est la personne dans l’organisation qui a le savoir nécessaire et suffisant pour aider à prendre la bonne décision ? Le principe même du Case Management est de proposer une activité à un gestionnaire, lequel gestionnaire est soit suffisament compétent pour la réaliser, soit suffisamment compétent pour demander de l’aide à la bonne personne. Case Management règle le cas où le gestionnaire est le sachant, il lui suffit dans ce cas de compléter sa tâche. Case Management règle également le cas où le gestionnaire n’est pas le sachant mais sait identifier ce dernier. Il utilise alors les outils collaboratifs pour contacter la bonne personne."

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"Over the past few years, as organizations deploy social tools, expertise location has become one of the more common solutions associated with "Enterprise 2.0". The general assumption includes two primary ways of identifying "experts". The first method assumes that employee use of social tools (e.g., blogs, wikis, micro-blogging, communities) and social applications (e.g., ideation), enables their talent and business insight to be more visible and therefore more discoverable by co-workers. The second method revolves around the employee profile created as part of an enterprise social network site. It is assumed that employees will readily create and maintain rich profiles where they willingly share information about their job history, interests, hobbies, education, and areas of expertise."

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"Here's a theme that's been causing a lot of debate amongst my peers of late — is a social intranet the same thing as a social workplace and the same as social collaboration? Can one product or set of features meet the needs of all of these requirements?"

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"We go in search of expertise, or the person with knowledge about a subject, for many reasons:

* to answer our work-related questions, whether large or small

* to determine who should be included on a work team

* to bring together a community of practice

* to improve our problem-solving

* to improve our decision-making

* to fill in gaps in our own knowledge

* when looking for a mentor

* to add to our knowledge management system

* to identify and fill gaps in expertise

* to determine what expertise can be leveraged for future opportunities."

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"The SAP BusinessObjects Social Network Analyzer came out last year, combining business intelligence with relationship data to create a “social intelligence” solution. It’s a prototype from the SAP BusinessObjects Innovation Center. It can combine information from HR systems, CRM systems, project databases, committee attendee lists, distribution lists, and any other other system that contains relationships between people."

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"With this entry I want to summarize and update what I wrote earlier. I gave a general update on the value of social networks for HR in January 2008 including a presentation I held at our global HR Business Partner meeting. Tonight I will be presenting at an HR sharing event on the relevance of Enterprise 2.0 for HR. Find the slides posted to Slideshare."

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"I do believe that social environments can have a powerful impact on an organization's "lateral connectivity" so to speak (vs. top-down). As background, I've looked at expertise location/automation systems since they emerged in the late nineties with Tacit (recently acquired by Oracle) perhaps being the most well-known."

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"In-house experts, with their specialized knowledge and skills, could be invaluable to both colleagues and managers. But often workers who could use their help in other departments and locations don't even know they exist.

Talk about a waste! Because of an inability to tap expertise, problems go unsolved, new ideas never get imagined, employees feel underutilized and underappreciated. These are things that no business can afford anytime—let alone in this tough economic climate. Which is why so-called expertise-locator systems have become a hot topic in corporate IT."

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Selon une étude rapportée par le magazine CIO, et réalisée par Osterman Research auprès de 200 organisations très diverses, 71% des répondants disent demander autour d'eux pour identifier un expert sur un sujet précis.

46% disent utiliser l'annuaire d'entreprise, 34% utilisent le site web ou l'intranet de l'entreprise, et 30% disent envoyer un email à toute l'entreprise (!).

Toujours selon l'étude, seuls 9% disent avoir automatisé la localisation d'experts.

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A push for it was when the company assembled a team for a project but failed to have the most optimal people in that project, as we didn’t know they existed, and most would not be aware of the talent of these people as their job title does not give it away.

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A new survey, however, finds that employees at big companies (with more than 10,000 employees) spend, on average, 38 minutes searching for one document -- whether that's on their own computers or their organization's networks, databases or intranet.

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