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"I put on my curmudgeon hat and had another look at Social. I voiced my concerns about Social Business, its challenges, its extremely high dependence on people for data quality and business information, as well its cannibalisation of your current business offerings.
Now, it’s time to voice my concerns about Social Enterprise. And well about time, after this long introduction…"

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"The concept of information sharing by the CIA is considered an oxymoron by some, but the agency has become a leader in this area. The changes came after perceived failures related to 9/11 and the Iraqi weapons of mass destruction debacle.

The CIA responded to those lapses by establishing an online data-sharing environment, the Worldwide Intelligence Review (WIRe). "

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"Google emploie 29 000 salariés dans le monde, dont 250 en France (bientôt 500). Son esprit start-up anticonformiste séduit et retient. Mais sous les apparences rugit un puissant moteur : partager le pouvoir pour mieux se nourrir de la vitalité de l'individu."

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Organizational culture powerfully influences a company's performance — or at least we say so. I often hear executives reassure me that projects will get done because "we have an execution culture," or that customers will be well taken care of because "we have a culture where the customer comes first." At the same time, culture is also one of the great rationalizations for managerial shortcomings. Many times I've heard that a project was delayed because "we don't make quick decisions around here," which is the managerial equivalent of "the dog ate my homework."

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"Now businesses and organizations are seeking to adapt to the Social Web and incorporate this big switch in human behavior and cultural habits into their operations and strategies. At IBM — and consultancies such as Dachis and Altimeter — this new stratagem is often referred to as “social business.” It entails more than just business use of social software and networks for external purposes such as marketing. In the fuller view, social business is about re-shaping organizations to become more collaborative, communal and capable in fostering human relationships. Not surprisingly, such a new frontier is right in the wheelhouse of the strategy & transformation consulting services offered by Global Business Services (GBS), the part of IBM I work in."

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"A few years ago we launched a “microblogging” system called Yammer at Capgemini. Yammer is a private and secure enterprise social network that allows colleagues to hold conversations, read posts and actively collaborate with co-workers in real-time. It is contributing to the collective consciousness of the 25,000 people who subscribe to it, a consciousness that is continually shifting and updating, as those people constantly learn and share new experiences."

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" Pierre Bourdieu recita, Jacques Rancière escucha...
Plus on sait moins on partage. Une enquête de l'ifop récente qui a été reprise par de nombreux blogueurs, dont Reyt montre la résistance des cadres aux réseaux sociaux, quand bien même en sont-ils de plus en plus des utilisateurs. "

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"Le centre de recherche IBM TJ Watson et le Center for Social Software ont publié une étude sur l’usage du micro-blogging en entreprise.
Cette étude a été réalisée en comparant simultanément l’utilisation par les collaborateurs d’un outil interne propriétaire (BlueTwit) et de la célèbre plateforme Twitter.
La seule différence notable entre les deux plateformes de microblogging étant la limite de caractère : 140 pour Twitter et 250 pour BlueTwit."

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"The "real" Enterprise 2.0 is not a technology or marketing plan, but the reinvention of the enterprise itself. It's a rethinking of the structure, process, culture and even, in some cases, the very purpose of the enterprise.

With technology erasing barriers to participation and communication, we're seeing a change in the nature of how we go about running an organization."

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"According to research shared on the UK-based Psyblog, there are three main reasons teams don’t share information. Four, if you count “I hate you and want you to crash and burn” but we won’t go there today."

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"To veterans of the technology industry, the fuss over social networking sounds all too familiar. Whenever a new and disruptive technology appears, there is initially a backlash against it before it becomes broadly accepted. Even a seemingly innocent application such as Microsoft’s Excel spreadsheet was greeted with much scepticism because managers assumed workers would use it to make lists of their fantasy football teams or their weekend shopping—which is exactly what they did and still do. But along the way, Excel has also become an invaluable business tool."

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I read recently that IBM was abandoning the term “knowledge management” for “knowledge sharing.” According to an article on the KnowledgeBoard site (thanks to Chris Johannesson from NBC Universal for suggesting that I blog about it), Chris Cooper, knowledge sharing solutions leader at IBM Global Business Services (GBS), deems it a “philosophical repositioning.” Cooper notes, “Management suggests control: control of process and control of environment.” Another GBS knowledge specialist, Luis Suarez, notes in the same article, "Command and control corporations are no longer going to be there. People need to be freed to share what they know."

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…collaboration is often not the first choice of tools we should reach for, as gathering information, understanding, and working through options is really needed in order to get to the stages of agreement.

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