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SAP’s Gravity Prototype: Business Collaboration Using Google Wave
"The prototype was featured at the SAP TechEd event in Phoenix this week, and one team at the Business Process Design Slam event have posted on their experience of using the tool, using it to automate business processes related to forming a virtual community-based power plant made up of resident’s personal solar wind generation."
Social Business Design
"This is why Social Business Design matters, allowing companies to:
* Articulate the approach to creating a social business: “intentional creation of dynamic and socially calibrated systems, process, and culture.”
* Utilize a mutually exclusive, collectively exhaustive framework for analyzing the current state of business via four archetypes: ecosystem, hivemind, dynamic signal, and metafilter.
* Outline how functions can apply social business principles within their areas of practice: customer participation, workforce collaboration, and business partner optimization."
Thoughts on Sales 2.0 from Lee Levitt
"From my perspective, Sales 2.0 is not about technology. It’s about improving the capabilities of the seller and the organization behind the seller. Technology is just one of the components of improved sales productivity. The primary component is improved processes. With a healthy focus on what works and what needs improving in the sales organization, executives can identify the processes that must be improved. Then and only then should technology be brought in to ensure that those processes scale"
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Sales people spend way too much time searching for information, giving up and creating sales assets on their own (assets that typically exist elsewhere in the organization).
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Sales 2.0 empowers sales people with simple, efficient access to information about customers and prospects already in context, usable from the start. Pulling this information together, analyzing it, cleaning it, ensuring that it is relevant — these activities should be done by a centralized group and then provided to the sales person or team at the right time — just before a call planning session.
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Salesforce Pushes Social CRM Technology –But Don’t Expect Companies To Be Successful With Tools Alone
Salesforce launches a new set of social apps that make CRM connected to the social web. So what does it mean?
Salesforce’s Twitter integration and application launch helps brands monitor what’s being said. Yet despite the fanfare, the application lacks a pre-determined way to identify the profiles of Twitter profiles and primary keys within the CRM database. Secondly, the system doesn’t provide a default setting to prioritize the influence (such as more followers) vs a profile with few followers –limiting the ability for brands to prioritize their support offerings.
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Despite Salesforce’s technical announcement, this doesn’t mean success for their customers. Technology is only 20% of any enterprise change, the other 80% is culture, process, roles, and strategy change –key requirements that Salesforce is not equipped to provide.
Netflix: « Plus l’entreprise grandit en taille, plus nous donnons de liberté à nos employés »
Quand une organisation croît en taille, constate Netflix, son fonctionnement devient plus complexe. La direction tend souvent à réagir de la même façon: plus l’organisation grandit, plus elle resserre le contrôle sur ses employés, via Netflixslide des procédures sans cesse plus strictes. Le but: éviter le chaos.
En optant pour cette voie, le management pave toutefois le chemin d’une nouvelle difficulté. Les talents fuient les procédures rigides qui laissent peu de place à la créativité. Soit ils se détournent de l’entreprise. Soit ils passent en mode passif et ne s’investissent plus qu’un minimum.
Sur le court terme, le resserrement des processus peut avoir un impact positif sur le résultat. L’effet, toutefois, n’est pas de longue durée. L’organisation génère des foyers d’inertie. Les employés, valorisés par rapport à l’application des processus actuels, résistent au changement.
Or, l’environnement économique est mouvant. De nouvelles technologies et de nouveaux concurrents apparaissent sans cesse. L’entreprise ne parvient plus à s’adapter assez vite aux nouvelles circonstances de marché.
The Nexus of Defined Business Process and Ad Hoc Collaboration
ECM enables controlled, repeatable content publication processes, whereas social software empowers rapid, collaborative creation and sharing of content. There is a place for both in large enterprises. Sameer’s suggestion was that social software be used for authoring, sharing, and collecting feedback on draft documents or content chunks before they are formally published and widely distributed. ECM systems may then be used to publish the final, vetted content and manage it throughout the content lifecycle.
PRaaS, PRocessus as a Service
Un PRaaS possède quatre caractéristiques de base :
- Un service disponible sur le Cloud.
- Propose une réponse complète pour gérer l’intégralité d’un processus.
- Concerne non seulement l’entreprise, mais aussi des acteurs externes, clients, fournisseurs ou prestataires.
- Est utilisable directement par des personnes des métiers concernés, sans nécessiter l’intervention d’informaticiens de l’entreprise.
Don't confuse Enterprise 2.0 with social computing concepts
Earlier this week, a post by Thomas Vanderwal on Microsoft SharePoint 2007 caught fire on Twitter and a few blogs. What started as a spirited discussion on whether Sharepoint is a respectable Enterprise 2.0 offering or not, quickly turned into a debate on Enterprise 2.0 definitions. Mike Gotta masterfully jumped in front of the parade and steered it hard right, questioning whether Enterprise 2.0 is even a category or a rather, a philosophy around the use of social computing within existing business processes. With due respect to Forrester, I’m convinced it’s the latter.
In preparation for a meeting with an old client next week about social computing and the opportunities it presents for lead generation and sales operations, this discussion could not have been more timely for me. Here’s how I see it:
These are social computing concepts. Not Enterprise 2.0.
Broader E2.0 Horizons
Most tools labeled Enterprise 2.0 just scratch the surface of enabling people to change the way they work, but not necessarily change the work itself. Indeed as John Tropea (@johnt) suggests the greatest natural adoption of these tools is using them to work around existing business processes. Creating Enterprise 2.0-class software that can fundamentally change business models and operations is a whole different beast.
Simplicity: The Next Big Thing
But simplification is not the norm, and that's a problem. The world is complex enough without human actions making it more so. We have been paying a price for too much complexity, creating -- or allowing -- so much variety that it is hard to sort through it, and adding so many loops to the chain that no one feels personal responsibility for the whole system or even comprehends it fully.
The social process | Web 2.0 and business process management
The social process
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17 June 2009 Pete Swabey
How social software is changing the way companies design and execute business processes
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“There is very little in the ERP technologies of today that wouldn’t be recognised by Henry Ford,” he says. “They are based around a very old-fashioned view of static business processes executed by people.”
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He also concedes that the view of a business process as a rigid sequence of events is one that does not suit human beings
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Microsoft: Bad User Experience Is Cultural
It is much easier to use product managers to create a repeatable process. After all, there is much less passion involved. For many markets, it may not be worth Apple-style design. People often wonder for Enteprise software whether it matters, for example. But I don’t buy my PM friend’s argument. Talent of all kinds is always scarce. A decision to eschew finding talent for a repeatable process creates mediocrity.
Social processes #e2open
The home page is dominated by the activity stream, which includes links to tasks, blog posts, documents and other systems that are relevant to this person’s work. It’s not just the usual social network stuff; it also includes information from enterprise systems such as ECM and BPM systems. There would be rules to set priorities on what’s in any given user’s activity stream.
Process Discipline and Creativity
I’ve recently been asked a couple of questions I used to hear all the time. The questions are:
1. Doesn’t process discipline add overhead and cost?
2. Doesn’t process discipline stifle creativity?
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So, process discipline makes the most sense for activities that are routine and sequential –
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Juran argued that you can manage for control (process discipline, incremental and continuous improvement) or you can manage for breakthrough performance (step change, creativity, process reengineering). He further argues that each require different organization and management approaches, and you had better be clear on which you need and are trying to achieve – control or breakthrough, and then ensure you are managing and motivating appropriately.
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Reconciling social computing with the enterprise
This increasing distance between these two worlds creates a gap — a disconnect, even — that increasingly cuts organizations off from their most valuable assets (their people) and also exerts a subversive force on organizations as their workers help themselves to the tools of their own volition, bring their (and arguably better) new behaviors and processes to work, and try to get things done with them, whether that’s crowdsourcing, Enterprise 2.0, online customer communities, etc.
Innovating for all the wrong reasons
My good friend and fellow TechRepublic blogger Chad Perrin suggested that I write about when clients pursue change for the wrong reasons. If your client says, “We need to implement TPD” (an abbreviation I just made up to stand for Technology/Process of the Day), you better make sure it isn’t because of any of these motivations.
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It’s buzzword compliant.
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The competition’s doing it.
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The Strategic Advantage of Global Process and Practice Networks - The Big Shift - HarvardBusiness.org
It goes without saying that no matter how much talent a company might have, there are many more talented people working outside its boundaries. Yet all too many companies focus solely on acquiring talent, on bringing talent inside the firm. Why not access talent wherever it resides?
Some might say there's no way of doing so without sharply increasing the cost of complexity. New institutional practices can reduce these costs, however, as companies become:
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• Less transactional and more relational.
• Less "hardwired" and more "loosely coupled."
• Less focused on merely accessing external capabilities and more focused on rapid capability building for every participant.
• Less focused on the firm and internal silos and more supportive of richer cross-enterprise interactions and collaborations among workers. -
Companies must also participate in (and sometimes orchestrate) new organizational forms and structures called global process and practice networks.
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Internet Evolution - IT Clan Editor's Blog - Social Networking: GE's Enterprise Tale
Since 1999, GE has built up an internal network called SupportCentral, which hosts roughly 100,000 wikis, 30 million documents, and an estimated 40,000 blogs. GE's 400,000-odd employees generate about 25 million Web hits per day on the network -- about 5 million pageviews. They download over 500,000 documents every day.
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We focused on community needs to deliver a process," says Grewal. "It was a far cry from a portal... We were about real people, not grandiose visions."
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GE, of course, is an enormous organization, which may be part of the reason that smart social networking has delivered such impressive results. The group still has to justify itself internally, but that's not tough to do. "SupportCentral is a mission-critical application. It's now a crucial part of GE," Grewal says.
Emergent outcomes
With a social infrastructure in place, a company will manage its resources with best efforts to produce intended, or expected, outcomes. In addition, the transformation will produce emergent outcomes. Doing business differently will produce different results: product breakthroughs, process improvements, and broader interpersonal connections.
Carnet intranet: L'intranet essentiel, responsable intranet partenaire des dirigeants
• L'intranet est comme un DAB (distributeur de billets): il vous permet de faire ce que vous voulez faire, quand et où vous voulez le faire.
• Si vous souhaitez rendre votre intranet essentiel, il faut identifier un process que tout les collaborateurs doivent faire et le mettre sur l'intranet.
• Measurer, measurer, measurer. (L'approche mesure doit correspondre à la culture de l'entreprise; toutes les entreprises ne peuvent forcément mesurer de la même façon qu'ont fait BA et le Environment Agency.)
• Faites un suivi systématique de tous vos objectifs opérationnels.
• Etudiez de près les besoins et comportements de vos utilisateurs.
• Essayez d'y répondre à leurs besoins tout en vous assurant que vos actions soient bien alignées à la stratégie de l'entreprise en même temps.
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