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

"In my last post Don't Cross the Streams, I challenged the idea that integrating multiple sources of information into activity streams is a good thing. This struck a nerve with some people (mainly vendors) while others completely agreed with me. A friend of mine an fellow industry analyst suggested that I follow up by posting possible solutions, so below are the few of the areas I think can help: "

activitystream silos informationoverload filtering analytics informationmanagement newsgator ibmconnections socialtext tibbr jive cognos

"An important theme in the articles and blogs I've been reading recently is that it's time for social to grow up and leave childish things behind. Childish things like individual departments within an enterprise improvising ideas for social in an uncoordinated, decentralized fashion, with the nominal center for social (Customer or Public Relations) carrying the can when it all goes wrong."

socialbusiness enterprise2.0 strategy silos ROI measurement socialanalytics influence

"When considering launching an on-domain community many organizations struggle with where it will fit within their current organizational structure and who will be responsible for taking ownership of it, e.g: Sales/Marketing, Communications/PR, IT, HR and or Support etc.

Once this organizational decision has been made most organizations then struggle with where community fits within their current suite of digital platforms and initiatives."

communities socialsoftware silos

silos socialbusiness socialsoftware software socialsilos email enterprise2.0

"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

"ConnectCollaborateContribute. C’est à la fois le slogan et la vocation de réseau social d’entreprise d’Alcatel-Lucent : Engage. Stéphane Lapeyrade, Communication manager en explique le fonctionnement et les objectifs, lors de son intervention à Media Aces.
Engage compte 41000 inscrits, 2000 groupes, 10 000 utilisateurs actifs et 2000 contributeurs par semaine… Des chiffres qui donnent le tournis. D’autant que le réseau social interne est un nouveau-né : tout juste créé en 2010. La clé du succès ? La liberté. La liberté donnée, à chaque collaborateur, de créer un groupe, sur le réseau social interne de l’entreprise. Libre encore, à chacun dans l’entreprise d’y souscrire et d’y contribuer."

socialnetworking alcatellucent casestudies socialbusiness enterprise2.0 silos management trust engagement

"As far as I know, the phrase “Social Business Imperative” comes from the CEO of Jive Software, Tony Zingale (you can see a great slide deck of his on this topic here). But the idea certainly seems to also underpin any number of Jive competitor products – Moxie Spaces, SocialText, Cisco, Leverage Software, etc., etc. The idea of the social business is gaining attention and software makers are fighting to corner the market on the idea for their own product. So it’s an imperative to them."

socialbusiness Jive budgets IT enterprise2.0 silos integration performance businessperformance sharepoint dashboards sharepointpalooza integratedbusiness

"Companies need an executive responsible for integrating the enterprise — a Chief Collaboration Officer (CCO). Increasingly, companies are embracing collaboration as part of their strategy to grow, by cross-selling products to existing customers and innovating through the recombination of existing technologies. But this won't work unless employees work effectively across silos"

collaboration chiefcollaborationofficer silos CIO CEO HRofficer COO CFO organization

"
By making social a layer, we (the vendors) can create solutions that bridge the gap between islands of applications, allowing you (the customers) to work in a far more efficient and effective way. We're (the industry) just starting to make this happen, but I hope that by working together we can avoid the integration issues that have plagued enterprise applications for decades. In my next post I'll discuss the standards that are being put in place to make this vision a reality, and how we're using them to develop Socialtext Connect. "

enterprise2.0 sociallayer silos socialsoftware integration

"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."

socialnetworks productivity informationsharing silos

"What will the next generation business enterprise look like?

Well, there is no crystal ball to give us an exact answer for sure. However, we can certainly call out some of the key characteristics of the next generation enterprise. These include: a geographically distributed workforce; the innate ability to embrace innovation both inside and outside the organization’s boundaries; flexibility in business processes to include customers, suppliers and partners; and perhaps most important, a culture of openness and shared ideas. Yes, I am talking here about the Next Generation Collaborative Enterprise (NGCE)."

collaboration customers innovation silos workflow processes cisco rewards marketplace

When I attended Forrester's first Customer Experience Forum last month, I was struck by two themes that recurred through both the presentations on stage and the hallway conversations afterward.

customers customerexperience multichannel management silos incentive web web2.0

Blogs and wikis provide specific formats to content. There are behavioral format clues that differentiate a blog from a wiki, but under the covers it’s all content. Content elements have value beyond the formats and applications that hold them hostage — they’re enterprise assets that can be repurposed in other formats. The specific format of content (.pdf .doc .html) is really only relevant for consumption — to associate the ‘viewing’ of the content with an application that can display it. The semantics of the content itself doesn’t really care about the format (don’t hold me to that when I’m telling you how to create semantically-relevant formats), just ask your favorite search engine — it’s all words to them.

silos content formats enterprise2.0

Internal communities contain members who are employees of a company. They are paid and can be fired. The panelists touched upon many issues and gave excellent advice.

communities internalcommunities communitymanagement silos customers employees communication

The greater the collaboration (measured by hours of help a team received), the worse the result (measured by success in winning contracts). We ultimately determined that experienced teams typically didn’t learn as much from their peers as they thought they did. And whatever marginal knowledge they did gain was often outweighed by the time taken away from their work on the proposal.

collaboration internalcollaboration valuedestruction valuecreation silos

In an organisation built upon traditional management structures with departments and the like, rigid reporting lines often make for poor communication channels and awkward cross department interactions. Those very structures designed to provide human resource control actually prevent humans from doing what humans do best – connecting. How on Earth does one quickly & easily connect to the right person in another area of the company for help when constrained into following hierarchical chains of reporting? This has been long recognised and working groups, committees and project focussed groups containing staff from across a number of departments or skill bases are commonplace nowadays.

Dr Karen Stephenson, a corporate anthropologist and lauded as a pioneer and "leader in the growing field of social-network business consultants” (Business 2.0 2006), and her company NetForm have been publishing work on social network (think social graph web peoples) analysis for years which quite clearly shows that no matter how one tries to enforce structure on people informal networks of people will emerge – normally based around a specific context. Yet the structure, the hierarchy prevails

structure hierarchy silos socialnetworks management

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:

talentmanagement talentnetworks talents transactions relations silos organization practicenetworks networks process

Downturns place companies’ talent strategies at risk. As deteriorating performance forces increasingly aggressive head count reductions, it’s easy to lose valuable contributors inadvertently, damage morale or the company’s external reputation among potential employees, or drop the ball on important training and staff-development programs. But there is a better way. By emphasizing talent in cost-cutting efforts, employers can intelligently strengthen the value proposition they offer current and potential employees and position themselves strongly for growth when economic conditions improve.

Companies can maintain their attractiveness to internal and external talent by using cost-cutting efforts as an opportunity to redesign jobs so that they become more engaging for the people undertaking them. A job’s level of responsibility, degree of autonomy, and span of control all contribute to employee satisfaction. Head count reductions provide a powerful incentive to use existing resources better by breaking down silos and increasing the span of control for challenging managerial roles—thus improving the odds of engaging key talent in the redesigned jobs.

talent talentmanagement downturn crisis workdesign jobdesign silos management

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

While Western economies are slipping into a recession, India's own economy is showing no sign of fatigue and is poised to expand at 7.5-8% in 2008. As a result, all the Indian CEOs I interact with are actively seeking to innovate and transform their products, services, processes, and even business models in order to drive global competitive advantage. And they are willing to harness cutting-edge technologies to fine-tune their market offerings, operating models, and customer engagement scenarios.

India innovation organization collaboration IT businessmodel silos hierachy socialcomputing generationy