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Will social media kill off the intranet in years to come?
The majority of our readers believe the impact of Facebook-style social networks with elements of file and photo sharing, microblogging or status updates, phlogging (phone blogging), vlogging (video blogging), and instant messaging to name a few applications, will mean the end of the traditional intranet as we know it, but equally see the intranet evolve to incorporate large pockets of social networking.
But the reason we need to change the way we communicate is not just due to technological advancements, the principal driver is human evolution.
more fromwww.internalcommshub.com
Productivity in a Networked Era – Assessing ROII (Return on Investment in Interaction)
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.
more fromblog.wirearchy.com
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.
more fromwww.fastforwardblog.com
Réseaux sociaux et réputation, l’étude du cabinet conseil Deloitte LLP
Le cabinet conseil Deloitte LLP vient de publier une enquête sur l’impact des réseaux sociaux sur la réputation et l’image des entreprises. L’introduction de cette étude par son président, Sharon L Allen est sans équivoque: “Si la décision de publier des videos, des images des réflexions, expériences ou observations sur des sites de réseaux sociaux est un acte personnel, un seul d’entre eux peut avoir d’importantes conséquences éthique pour les individus comme les entreprises. Par conséquent il est important pour les dirigeants d’être conscient des implications et d’élever la discussion au sujet des risques et cela en association avec le plus haut niveau d’encadrement.”
more fromwww.adsvark.com
Collaborative Networks vs Social Networks
Tools and technologies are often budgeted for at a departmental level rather than being designed to interoperate between departments, which provides better financial and organizational value. The ability to scale the entire company instead of grappllng with disparate next-generation toolsets in each department that don't work well with other parts of the business is the way to multiple 2.0 silos in the future.
more fromblogs.zdnet.com
Lego: la renaissance par l’innovation ouverte et les communautés d’utilisateurs
Surtout, une stratégie client innovante a été mise en place et semble porter ses fruits. L’entreprise danoise met en place un réseau social spécialement destiné aux enfants, my lego networks. Une série de mécanismes est mise en place de façon à garantir un endroit protégé et sûr. Le succès est au rendez-vous. D’après le chef des nouveaux produits de Lego, Paal Smith Meyer ce réseau aurait plus d’un million de membres. Ce n’est pas tout.
more fromwww.entrepriseglobale.biz
New Twitter Research: Men Follow Men and Nobody Tweets
We examined the activity of a random sample of 300,000 Twitter users in May 2009 to find out how people are using the service. We then compared our findings to activity on other social networks and online content production venues. Our findings are very surprising.
more fromblogs.harvardbusiness.org
A Practical Guide to Implementing Web 2.0 (aka Social Networking Tools) in Your Organization
A lot of organizations are struggling with what to do with a host of costly, high-maintenance technologies that they have introduced in the last decade, hoping these technologies would produce (a) improved internal productivity, and (b) better relationships with customers. They have achieved neither objective. So they're stuck with some very large and expensive lemons, three in particular:
more fromblogs.salon.com
Putting a Price on Social Connections
Researchers at IBM and MIT have found that certain e-mail connections and patterns at work correlate with higher revenue production
more fromwww.businessweek.com
'Virtual currencies' power social networks, online games
The online monies are not robust enough to trade competitively against real-world currencies, but people underestimate the large amount of cash that is transferred from the real world into virtual currencies, said Edward Castronova, a professor of telecommunications at Indiana University.
Castronova says people transfer at least $1 billion into the virtual currencies each year, with most of that money going into online games. The actual amount could be much higher, he said, but the market is hard to quantify.
more fromwww.cnn.com
Social networking sites offer job seekers
"Not only are employers looking for better candidates, but ones that are well versed in social media and seeking out opportunities," said social media expert and president of Affect Strategies Sandra Fathi. "These mediums are here to stay and also a great way to differentiate yourself."
Not only are valuable connections forged with potential employers and colleagues on sites like Facebook, Myspace, Twitter and LinkedIn, but openings are also posted there, sometimes in lieu of job boards.
more frommoney.cnn.com
HR 2.0: Talents manage their careers alone while corps are blind
Times are changing. There’s no doubt about the fact that corps must change too, because employees (particularly younger ones) already did…And if you’re not able in your HR function to understand their moves and these new behaviors, you’ll be “out of the market” for them, leading you to fights, misunderstandings, and desertion. Human resources like stocks? No. But like assets, yes, and the ability to move with them empowers your role and the trust they’ll have, to drive their career (tip: zapping behavior is normal today, there’s no “career plans” anymore, in long term, by crisis and unknown situations). Even if you’re dealing with this, let’s consider it IN the corp, vs moves to competitors. Could you accept giving assets for nothing to competitors? No. Why would it be different with executives…?
more fromevidencesx.wordpress.com
12 Rules For Bringing 'Social' To Your Business
The social meme has now fallen prey to this and frankly it's at serious risk of losing what makes it special, at least in terms of the modern 2.0 era. All of the new uses of "social" in the online world: Social media, social marketing, software software, social networking, and so on, can be -- and often are -- extremely potent new methods for creating value with human relationships over the network. They can represent truly important, even revolutionary, new changes in the way to we interact with each other in our lives and businesses.
more fromsocialcomputingjournal.com
Building Intelligent Organizations with Sogeti TeamPark
Many processes run more efficient and are more effective using the social networks of the organisation. Many tasks can be accomplished better by organizing people in communities instead of teams. An organization that knows how to use communities, social networks, crowd-sourcing, broadcast communication, self-organization and other ‘2.0’ concepts has an advantage over competitors and offers an appealing working environment.
more fromjisi.dreamblog.jp
Applications of usability principles on a social network
Social networks differ from regular websites in 3 fundamental ways:
1. Activities and content are fully (or at least mostly) driven by the users.
2. Users are expected to do things on the website - interact, post, vote, etc.
3. Users are expected to come back to the website periodically and continue to do things.
As a result of this, social networks should - I say should because not every social network does this - put greater emphasis on usability over, say, a corporate website. Don’t get me wrong, usability is important everywhere you go on the web, but the nature of a social network’s operation makes usability especially important.
more fromcreativebriefing.com
Largest ever organizational network analysis shows how social networks drive performance
1. Structural diversity and centrality of social networks are positively correlated with performance for both individual consultant and project teams.
2. Strong ties to powerful individuals, such as access to executives, is positively correlated with work performance, however having many weak ties to management is negatively correlated with work performance.
3. A team with strong ties to the management can be beneficial for work performance, having many managers working on the same project exhibits an inverted U-shape relationship with performance.
4. Participating in projects with the appropriate social capital can boost consultants‘ work performance in addition to their own social capital.
more fromrossdawsonblog.com
Putting a Price on Social Connections
Researchers at IBM Research and MIT's Sloan School of Management found that the average e-mail contact was worth $948 in revenue. To unearth that and other data, they used mathematical formulas to analyze the e-mail traffic, address books, and buddy lists of 2,600 IBM consultants over the course of a year. (Their identities were shielded from researchers, who viewed them only as encrypted numbers, known as hash codes.) They compared the communication patterns with performance, as measured by billable hours.
more fromwww.businessweek.com
Social networking in the office
I’m seeing a pattern here. The debate over use of social network usage is simply the latest incarnation of this old debate. There were probably similar debates about the introduction of papyrus in ancient Egypt. The issue of misuse of technology is a management issue. If people are not doing their job removing a technology will not alter that fact. If they don’t want to do their work they will find other ways of not doing when we remove Facebook access.
more fromkatecarruthers.com
“Command and control is dead”: the shape of next gen organisations is social networks | Open (minds, finds, conversations)...
Hunting around for more on the Cisco approach, I came across this lecture (can’t embed the video, please follow the link) John Chambers gave at MIT in January. It’s very, very good indeed - my ears pricked up especially at about 18 minutes in when he started talking about managing the 65.000 person business via social netowrks.
more fromwww.antonymayfield.com
Does Social Media really destroy hierarchies or 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
more fromwww.exponere.com
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Bertrand Duperrin's Related Tags
socialnetworking (27)- networks (19)
- management (16)
- enterprise2.0 (14)
- collaboration (14)
- organization (13)
- communities (12)
- web2.0 (11)
- adoption (10)
- socialmedia (8)
- productivity (7)
- socialsoftware (7)
- networking (7)
- innovation (6)
- socialcomputing (6)
- value (6)
- enterprisesocialsoftware (5)
- generationy (5)
- information (4)
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