Bertrand Duperrin's Library tagged interactions →  View Popular, Search in Google

"I recently read about the Five Top Challenges of Integrating Social Media Data with Business Applications by Elias Terman on the CTOEdge.Now it seems to me that these issues are all, or at least mostly, about how to connect old school enterprise applications of record that deal with transactions and the new school systems of engagement that deal with interactions."

socialmedia data integration workflow transactions interactions knowledgework

"In looking at different definitions with different perspectives and a business lens, the one above made the most sense to me. After 16 months, it was time to revisit a diagram created for “A Guide to Understanding Social CRM”. I will not go so far as to call my earlier work wrong, naïve is a better descriptor. The evolution diagram contained my thought process at that time. Without over using the concept, my own thinking has evolved."

crm socialcrm data process relationship context interactions

"Relationships drive business. Within the chaotic crush of interaction data coming off the Internet, smart mobile devices, Social Media, and Communities, is pure customer relationship gold. Three CRI (Customer Relationship Intelligence) metrics distill the gold—Relationship Value, the “effect” in relationship cause-and-effect; Interactions, the “cause;” and Variable Interaction Cost."

customer relationship costs interactions measurement management2.0 metrics Customerrelationshipintelligence customerrelationship communities

"Programs like Twitter, Facebook and LinkedIn have become a popular way for families and groups of friends (or groups of strangers) to share information and organize their lives. Now corporations are hoping they can tap into those capabilities as a way to improve employee productivity, collaboration and communication on the job -- and a long line of software vendors, such as Cisco, SAP, Oracle, Microsoft, IBM and Salesforce.com, along with upstarts like Yammer, are hoping to position themselves as the platform to integrate social networking and business processes.

But will it work? And is it worth it?"

socialnetworking business interactions organization silos businessprocess communities

"We covered “The Business Value of Social Media and Enterprise 2.0” with an emphasis on HR process because of the audience. I want to share with you a bit of my thoughts from that session. I first set some context with the classic 2006 McKinsey report on IT spending most of their budgets on transactions but the real business value is in the interactions between people and this area has been underinvested"

enterprise2.0 humanresources HRprocesses processes socialmedia interactions transactions businessvalue recruitment engagement employeesengagement

A business (or non-profit) or government can use these four approaches as a starting point and have different kind of social conversations.

enterprise2.0 community communities content interactions conversations

"
Concrètement, « le temps de travail des Français est de plus en plus morcelé. Dominés par l’informatique et les télécommunications, les salariés sont sollicités en permanence par la messagerie interne, les messages instantanés, les appels téléphoniques, les SMS et toutes sortes d’alertes. »
"

interruption interruptivity email socialnetworks work interactions

"Blog Muse est un système expérimental implémenté par l’équipe de recherche IBM de Cambridge pour doper l’activité dans les blogs employés IBM. Malgré tout l’intérêt de l’activité blogging autant pour les employés que pour l’entreprise, la participation (édition de billets, lecture et commentaires) constatée sur la plateforme de blogs BlogCentral est très faible."

IBM blogmuse e-reputation adoption activity blogging internalblogs blogs socialinteractions socialinteractionmodel exchange interactions

"The core competency here is in terms of facilitating relationships and communications between different parties. There are in fact many different types of interactions that this role takes on. In as such, this means they participate as a part of many different role-interaction patterns. This is significant since when such patterns are frequent and repeated, it becomes almost transactional, and therefore measurable"

communities socialcomputing measurement interactions transactions value communitymanagement

"Knowledge workers fuel innovation and growth, yet the nature of knowledge work remains poorly understood—as do the ways to improve its effectiveness. The heart of what knowledge workers do on the job is collaborate, which in the broadest terms means they interact to solve problems, serve customers, engage with partners, and nurture new ideas. Technology and workflow processes support knowledge worker success and are increasingly sources of comparative differentiation. Those able to use new technologies to reshape how they work are finding significant productivity gains. This article shares our research on how technology can improve the quality and output of knowledge workers. "

knowledgeworkers collaboration innovation productivity workflow problemsolving measurement interactions

There's an orthodoxy in Enterprise 2.0 circles about how you're supposed to run an implementation. The orthodoxy goes something like this: Start with small-scale pilots, define your business objectives, watch the pilots closely, evaluate their success, make a go/no-go decision. (A good recent articulation of this view is in Chris McGrath's recent post on 8 Tips for a Successful Social Intranet Pilot.)

As far as I can tell it's what everyone thinks. In fact, it's what I used to think. Unfortunately, it's dead wrong. The orthodoxy is wrong for a very simple reason: Size matters. By constraining the size of your pilot, you significantly alter the way your company can and will use the tools.

enterprise2.0 pilot implementation interactions metcalfslaw

Today’s networked era requires a new way to make investment decisions that incorporates intangible assets and more accurately depicts how value is created.

The industrial age has run out of steam. Look at General Motors. Look at Chrysler. We are witnessing the death throes of management models that have outlived their usefulness.

The network era now replacing the industrial age holds great promise. Networked organizations are reaping rewards for connecting people, know-how and ideas at an ever-faster pace. Value creation has migrated from what we can see (physical assets) to intangibles (ideas). Look at Google and Cisco.

networks socialnetworks ROI organization productivity ROII interactions judgment

I can't tell you how many companies I have worked with that have encouraged or tolerated a large degree of geographic dispersal among employees and management teams. "We're virtual, and proud of it," one told me. "It doesn't matter where you live anymore," many employees of virtualized companies have argued. "We travel all the time anyway," has been another frequent mantra.

organization management virtualorganization interactions

What we haven’t done so well is make the business value case—how does it help organizations become more productive and competitive?

Enterprise2.0 value businessvalue problemsolving sales productivity technology organization talentmanagement interactions tacitinteractions

Enablement can refer to any approach which provides means or opportunity. Means refers to unique methods that empower people and businesses to pursue and capture unique opportunities.

enablement problemsolving means socialmedia socialsoftware technology interactions process

Although many companies aspire to promote easy interaction and coordination across departments, office locations, and pay scales, the "boundaryless" organization—like the paperless office—hasn't materialized.

The corporate silo is alive and well.

communication silos email management network interactions

This paper examines the latest of paradigms - the Virtual Network(ed) Organisation - and whether geographically dispersed knowledge workers can virtually collaborate for a project under no central planning. Co-ordination, management and the role of knowledge arise as the central areas of focus. The Linux Project and its development model are selected as a case of analysis and the critical success factors of this organisational design are identified. The study proceeds to the formulation of a framework that can be applied to all kinds of virtual decentralised work and concludes that value creation is maximized when there is intense interaction and uninhibited sharing of information between the organisation and the surrounding community. Therefore, the potential success or failure of this organisational paradigm depends on the degree of dedication and involvement by the surrounding community.

management networks decentralization decentralizednetworks communities collaboration project valuecreation interactions linux coordination knowledge

When the sought-after benefits fail to materialise, this is most often blamed on poor implementation rather than unsound thinking. By adopting a “do it better and get it right” stance, failure is rationalised as a shortfall in execution and the flawed assumptions remain to fight another day.

change changemanagement management interactions relationship informalnetworks rationality

Perhaps there is a method to not only use KM data but also to offer characteristics of each individual based on their work relationships and interaction. Actually using the knowledge and the skills is what is important. Getting relationships identified will enhance the potential for using the knowledge and identifying the key players for any project. SNA provides this added value.

socialnetworkanalysis knowledgemanagement interactions tacitknowledge knowledgeworkers

"A project is a localized energy field comprising a set of thoughts, emotions, and interactions continually expressing themselves in physical form."

projectmanagement interactions project