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Notes from Enterprise 2.0: Still looking for End User Adoption
What I did not hear from these groups are the three things that I think are crucial to encouraging use amongst the rank and file:
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Helping business leaders map out what specific business problem the tool will solve
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Providing assistance in re-engineering the business process that will be served by the tool.
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Launching Social Networks for the Enterprise
Anne said that when a social network is deployed internally separate from the workflow, it does not tend to drive productivity, as employees do not engage. There needs to be a compelling reason apart from the technology to make it work. It cannot be implemented as a utility without a specific value proposition tied to work processes. I am in strong agreement here as it correlates with my own experiences with knowledge management.
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Companies who are interested in implementing the new social networking solutions need to start by identifying a business problem. This premise is almost as old as people but it so often ignored that we need to keep raising it. Every time there is a new hot technology, it can step on its own toes if we are not careful.
Is Web 2.0 creating a staff productivity paradox?
Web 2.0 tools can offer competitive advantages to firms in sectors where innovation produces winners and losers. Senior executives in large-scale corporations are increasingly aware that innovation is not restricted to R&D departments but is a dynamic social process. Proctor & Gamble, for example, now outsources more than 50% of its new product development through horizontal collaboration.
The UK-based think tank, Demos, believes that social networking sites such as Facebook and Bebo can be used to encourage staff to forge productive relationships with their colleagues. “They are part of the way in which people communicate which they find intuitive,” says Peter Bradwell, author of a recently published Demos report. “Banning Facebook and the like goes against the grain of how people want to interact. Often people are friends with colleagues through these networks and it is how some develop their relationships.
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Most managers and employees consult colleagues with whom they have close professional ties, regardless of competence. When seeking solutions problems, most people do not diversify their human options. While this instinct is understandable, countless studies have demonstrated that it’s also counter-productive. The only winner is the status quo.
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Web 2.0 software knocks down corporate silos, moats and walls by encouraging open communication and information sharing. Expertise and solutions to problems no longer remain “hidden”, they are actively sought out and exploited. Since Web 2.0 tools foster transparent communication visible to all, the collaborative input of any employee, even far down the formal hierarchy, will be known, recognised and perhaps rewarded. Status and prestige incentives are thus built into the collaborative process. When collaboration is a win-win for everybody, buy-in is universal.
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Are You Clinging to the Wrong Business? | Above and Beyond KM
In fact, lately Xerox has started to tell its customers not to waste their money on unnecessary machinery purchases and is now selling consulting services to help those customers better manage the equipment they have in order to make their end-to-end printing processes as efficient and cost-effective as possible
Potential Pitfalls in Enterprise 2.0
First of all, let me recap some of the key fundamentals of Enterprise 2.0 - social networking with friends, colleagues and business partners, collaboration on job specific tasks (possibly on the same platform), sharing and trusting people in the network. So what are the potential problems people might face?
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The problem of work life balance comes into play. Without control, for example, someone might be responding to emails on their honeymoon because a server crash and he saw a SOS on the wiki. We can’t be working all the time. We need to know when to stop.
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However, some teams can never decide on the proper cause of action or agree on certain things.
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