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How to Find In-House Experts at Big Companies
"In-house experts, with their specialized knowledge and skills, could be invaluable to both colleagues and managers. But often workers who could use their help in other departments and locations don't even know they exist.
Talk about a waste! Because of an inability to tap expertise, problems go unsolved, new ideas never get imagined, employees feel underutilized and underappreciated. These are things that no business can afford anytime—let alone in this tough economic climate. Which is why so-called expertise-locator systems have become a hot topic in corporate IT."
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Activities and interactions that occur in blogs, wikis and social networks naturally provide the cues that are missing from current expertise-search systems.
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And social networks can help employees use existing relationships to not only reach out to distant experts but also trust them more than they would complete strangers.
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![[EXPERT]](http://s.wsj.net/public/resources/images/BI-AA294H_EXPER_NS_20091023162022.gif)
Ten Reasons Social Media Will Not Replace Email
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2. Nearly all sites on the web that require registration require an email address
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3. Email notifies you of updates from all social networks you are a part of
Would You Manage CRM with a Wiki?
"In the recent Gartner Social Software Hype Cycle, analyst Anthony Bradley introduced a new category, Activity-Specific Social Applications:
“As social software implementations mature, application patterns are evolving, and the software industry is responding with activity-centric social application offerings rather than with generic social software capability suites. Delivering a targeted social solution with a general purpose social tool (such as wikis and blogs) can involve significant development, configuration, and templating effort.”"
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Bradley has identified the next opportunity in enterprise social social software. Integrating the valuable characteristics of social software into the in-the-flow activities that make up our days.
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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."
Enterprise 2.0 and the Paradigm of Social Partnerships
"Outside of internal team collaboration (say, a group of marketers, a group of engineers, etc.), no spray & pray / general purpose employee collaborative strategy (or tool application) is going to really show sustainable impact for every tribe or collective. And just like traditional business ecosystem partnerships (customers, suppliers, channel), these internal partnerships also get significantly rattled in the face of industry consolidation"
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First, existing structural inefficiencies in how internal or external partners liaise as a result of little adherence to basic human interaction constructs and incentive structures, and unnecessary process centric technology that restricts human capital flow
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. No doubt that the current tools will play a significant role towards simplifying these relationships. But to accelerate business performance via social computing constructs, lots of design work is needed along with the filling of critical technology gaps to truly account for context, cognizance of both process and social at the business activity level, and a deep understanding of and response to individual incentive that makes participation a natural instinct.
The Attention Question in Social Business
Enterprise 2.0 (and Web 2.0 in general) is a great example of technology increasing the efficiency of the consumption of a resource. By being social we are creating more efficient and useful filters and information sharing capabilities. Whether it is expertise location on an internal social network or the ease with which we can share family photos, we have more efficient ways than ever to interact with large groups of people.
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We need to stop designing tools and platforms which are simply meant to allow people to connect, share and collaborate more. In doing this we are being incredibly irresponsible with the resource we value most
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It is only by creating more efficient ways for workers to do the job they are expected to do that we can create the space and time they need in order to create emergent outcomes.
Going beyond the hype: Identifying Enterprise 2.0 best practices
Those trying to read the tea leaves about Enterprise 2.0 these days can see that the software at least has arrived in a bare majority of companies, even if it’s just Facebook or Twitter across the firewall. Genuine adoption and meaningful integration into business processes has certainly happened in a number of organizations, but is still the edge case today rather than the rule. That’s not to say the current case studies aren’t reporting gains, they generally are. But the message here is that many enterprises are now actively in full contact with the social computing world, whether they want to or not, and now it’s time to understand how to deal with the benefits and issues.
Intel's Enterprise Social Computing Strategy Revealed
For the last 18 months, Intel has invested a significant effort to develop a full strategy & implementation roadmap for social computing within the enterprise. I am pleased to announce the release of a white paper Developing an Enterprise Social Computing Strategy that I did jointly with Malcolm Harkins, Chief of Information Security. The paper details our approach towards embracing the use of collaborative technologies while addressing the mitigation of legal, HR and governance issues. Here are some key areas you will find detailed in the paper
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.
Social computing adoption issues due to scale
The population size of this system isn't quite the issue, but I put some thought into what enterprise 2.0 deployment issues might appear with scale and came up with the following chart. I hope this can help other maturing e2.0 environments consider some of the issues they may be coming up agains
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.
Ideas for the measurement of Enterprise 2.0 effects
As from the common practice of working with this model they have added a input level to the diagram that discribes the denominator of the classical ROI formula in terms of costs for the Intranet management. “Output” describes the produced content by the input - in quantity, frequency, reach & actuality, comprehensability & usability. “Outgrowth” explains the perceived messages from Intranet output - measured for example by the knowledge about the contents of the distributed messages/information. “Outcome” indicates the effects from the “outgrowth” in regards to the changed behavior in terms of participation in any Intranet services. At the top of the model “outflow” pictures the business effects of the changes in behavior.
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At this point I would like to focus on the part of “information management & distribution” as this is a precondition for the impacts on collaboration and also seen as the more difficult part to measure.
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While the GPRA is nowadays not differentiating between level 2 & 3 and therefore proclaims only a three-level model (output / outgrowth & outcome / outflow), for a further discussion on how Enterprise 2.0 is effecting the business value a differentiated four-level model would be more suitable
The Future of Enterprise Computing and Collaboration by Alan Cohen
Check out the YouTube video "Alan Cohen, Cisco VP Enterprise Solutions, on Enterprise Strategy" where you will see an interview with Alan Cohen himself, Vice President, Enterprise Marketing, that lasts for a bit over four minutes and which touches base on a number of different topics related to the future of Enterprise Computing and Collaboration, as he has written over at the blog Collaboration - The Workplace: A New World of Communications and Collaboration. Plenty of very interesting and juicy insights on where we are heading with all of this social networking in the business world.
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moving away from the traditional concept of the physical office, where we are now more mobile than ever (With a great set of choices in mobile devices to chose from!); where our work spaces are defined by who we are and how we get connected regardless of the place and the time; where we, knowledge workers, get to define and establish our own "offices" no matter our location or environment to carry out our own tasks.
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And right in between is us, Gen Xers, acting as bridges between both groups and becoming the glue that will help connect both strategists and doers within the corporate environment trying to drive innovation, knowledge sharing and collaboration into a new wave of open, public and more transparent interactions!
Les managers retournent à l'université pour échanger sur le réseau social
Le concept de web 2.0 est apparu il y a cinq ans, suivi deux après par le concept de d'entreprise 2.0 et d'Office 2.0. Pourtant, les entreprises continuent encore à s'interroger sur les moyens de s'approprier et d'adapter à leurs organisations les réseaux sociaux. La School of Information de l'université du Michigan propose un séminaire spécialement dédié aux réseaux sociaux. Et elle a choisi d'ouvrir, en collaboration avec le réseau social NewsGator, l'un de ses cours à la communauté des affaires. Cette réflexion collaborative est intitulée "Making Social Computing Work in Your Enterprise". Elle a pour vocation d'offrir un cadre conceptuel pour comprendre l'entreprise à l'ère des nouvelles technologies de communication. "Le concept n'est pas nouveau, certes, mais si l'on regarde ce qui se passe en réalité, on constate que les professionnels actuels n'ont pas été formés à travailler de cette manière", commente Bertrand Duperrin, consultant chez BlueKiwi.
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Quelle technologie est la plus utile pour atteindre les objectifs de rentabilité ? Quel changement organisationnel devra accompagner cette technologie, pour s'assurer des gains de productivité ? Et enfin, quelle mesure doit être utilisée pour prévoir à l'avance la valeur des projets d'entreprises collaboratives ? Le tout sera centré non pas sur les technologies, mais sur les objectifs financiers des entreprises. Un choix adapté à l'auditoire, qui considère le réseau social comme un potentiel outil de rentabilité, et non un gadget.
Intel Communities: IT@Intel Blog: Why Intel is investing in Social Computing
We are 1.5 weeks away from launching the first phase of bringing robust social tools in-house to augment and improve the way our employees connect and collaborate today. I get asked a lot about "Why" we are doing this and the value we believe we will bring to Intel. I wanted to share with you the reasons.
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Employees Want to Put a Face to a Name:
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- Too much time is lost to find people & information to do your job:
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“Enterprise 2.0″ as a synonym for management consulting?
Now, when it comes to tweaking the concept that is another story. “Creating the next version of the organization” is a management consulting role. So we have to be careful here and Ross particularly because he cannot disclaim a practice that he dives into. I refer to using a trendy word no matter you dislike “jargon”. “Enterprise 2.0″ is the current visible side of the iceberg. What we currently see emerging now and that is crafted under “Enterprise 2.0″ is a new wave of a larger trend that encompasses all business trends since quality management (I refer to the first initial wave back in the 50′). This trend is conceptually about deconstructing the model of organization Taylorists have settle as well as the model of management Chandler has contributed to craft and that is combined into Fordism. The trend is concretely to adapt production environments to the evolution of the economy (materiality & knowledge).
Millennials Reshaping Work With Social Computing Says Report | SocialComputingMagazine.com
The survey samples the responses of over than 400 North American students and employees within three age groups: 14-17 (youngest millennials), 18-22 (mid-millennials) and 23-27 (older millennials). The survey found an growing demand for mobile devices and social computing technology to connect with co-workers, peers, friends and family, in direct preference to face-to-face contact and communication.
The findings point to a clear disconnect between the technology that most organizations provide their workers today and how young workers both prefer and currently use technology to collaborate and communicate at work.
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Millennials prefer to choose their social computing technology.
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Do not seek corporate approval for social computing channels and technologies.
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Usages et technologies du web 2.0 en entreprise
Timothée Mervillon a réalisé un mémoire de fin d'études pour son master de Méthodes Informatiques Appliquées à la Gestion des Entreprises (MIAGE) intitulé : "Quelle valeur ajoutée en entreprise avec les technologies et usages du web 2.0". Ce mémoire est une bonne synthèse du management de l'information et de l'utilisation des outils du web pour y parvenir. Outre le fait que ce mémoire fait une "bonne pub" à IBM, il permet surtout de mettre en valeur l'utilisation des médias sociaux en entreprise.
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