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Pegasystems Brings Social Media Collaboration to BPM Solution
"Pegasystems’ SmartBPM uses social media as an interactive and real-time collaborative environment to aid the planning and execution of business improvement projects. By extending is existing tools for ad hoc collaboration, SmartBPM makes it even easier for project teams to connect, add user-generated content, vote, and rank items associated with any given project. By reaching out to customers and clients, SmartBPM now allows critical real-time customer feedback into the process improvement process."
Adidas’ Internal Communication Team on Enterprise 2.0
A nice updated slideshow of Adidas’ Christian Kuhna on their implementation approaches and lessons learned.
Social IT leadership
Social IT leadership is leadership that is exercised through the organization’s internal social media (Enterprise 2.0) and used to spread visions, provide feedback, develop and communicate organizational culture, and motivate knowledge workers for knowledge sharing and to work together across organizational structures. The leadership has a social and relational character, and use social mechanisms to help in the execution.
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A Social IT leaders’ most important function will be to facilitate common knowledge created and open network among the employees. This implies a shift of the information’s power center, which previously has been within the management, to the employees. This will require a change of culture, for both the employees and the managers in an implementation phas
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Knowledge on how to develop networks and engages to knowledge creation will be a key competence. Moreover, the leader must be conscious of own behavior on the sites. By using the platform the leader will be able to consciously exercise a leadership that encourages, engages, involves, and not least creates knowledge among the employees
Why isn’t my SharePoint Environment Social???
When I hear about customer’s who have turned their SharePoint my sites into Facebook, Twitter (have you seen the free Tunnelpoint?), or Myspace. I chuckle a little, but when I hear what they’ve done, I realize that it isn’t that much of a stretch.
Those who have deployed their 2007 just like they did their 2001 and their 2003 environment simply by upgrading it, or simply didn’t spend any time figuring out how to take advantage of their features may feel like their environment is FLAT or they are feeling the chaos of a flat environment.
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.
Social Networking on Intranets
As people embrace social media in their private lives, they naturally expect to use similar tools within the enterprise. This is especially true for younger workers who use these tools in everyday life. Open communication, collaboration, and content generation are as much a part of their standard toolkit as using a computer or mobile phone.
So, how should companies deal with the increasing expectation that Web 2.0 will drive Enterprise 2.0?
* Taking the slow road means that companies will risk losing workers who expect innovation in the outside world to reflect directly on how they communicate at work.
* Going for quick adoption means that companies must find ways to overcome the risks to corporate culture that adopting these tools can entail.
If your organization is still unsure about what to do with these emerging technologies and how to adapt them to suit its culture, you're in good company. A main finding from our study's interviews is that most companies are not very far along in a wholesale adoption of Web 2.0 technologies — unless "thinking about social software" is considered progress. The oft-repeated refrain from interviewees was "talk to us next year."
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Business need is the big driver. Although our report discusses specific tools (blogs, wikis, and such), enterprise 2.0's power is not about tools, it's about the communication shift that those tools enable.
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So, rather than saying: "X is hot on the Web, let's get it on the intranet," say: "We need to accomplish Y; can X help us?"
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Ten top issues in adopting enterprise social computing
While these ten issues with social computing are the ones I hear about most, your mileage will almost certainly vary. However, I believe them to be representative of where we are in 2009. Please note that these are by no means insurmountable obstacles and merely represent a good cross section of what early adopters typically encounter as they begin climbing the social computing adoption curve (see diagram above).
Social Business Design = Web 2.0 + Médias sociaux + Entreprise 2.0
En ce moment c’est la saison des conférences et l’actualité est particulièrement riche cette semaine avec la 140 Characters Conference à New York et l’Enterprise 2.0 Conference à Boston. Médias sociaux et entreprise 2.0… deux domaines qui suscitent beaucoup de bruit et de créativité mais qui ne se mélangent pas. Une des raisons principale qui fait que ces deux domaines sont jusqu’à présent restés hermétiques est parce qu’ils répondent à des objectifs différents et surtout fonctionnent différemment (notamment dans la motivation et les dynamiques sociales sui régissent les interactions).
C’est dans ce contexte que le Social Business Design fait son apparition avec l’ambition d’unifier ces deux pratiques en une sorte de Théorie du Tout : From Social Media To Social Business Design.
Enterprise 2.0 Software: Commoditization before Monetization | Pretzel Logic - Enterprise 2.0
So the real question for me is: Are we on the path to super sonic commoditazion in the Enterprise 2.0 market before even a single vendor has truly broken out & dominated the space?
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The next wave of differentiation amongst Enterprise 2.0 providers was going to be based on content creation as well as smart aggregation, fueled by micro-messaging, integration, aggregation, activity streams and the concept of the real time enterprise
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Or we will in fact start to see competition based on which software vendor can help organizations move into an Enterprise 2.0 design by focusing on specific business processes.
Management By Listening Around
Resistance to (fear of) change is one of the leading impediments to introducing social software in businesses. This should come as no surprise. Resistance to change is always one of the greatest barriers to change. But what is different this time is that resistance to change is likely to be quite heavy among managers, even more than on grass-root level.
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On each level in an organizational hierarchy, information is aggregated from subordinates, filtered and twisted by the managers so they can convey a version of the truth that aligns with their own agendas.
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But, relying too much on traditional BI can also be deceiving. The diagrams and figures on their BI dashboards do not tell them what people are doing, what problems they are dealing with, which decisions are being made, and so on.
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Community 2.0
Challenges in building virtual communities
In reflecting on the experiences accumulated to date by companies seeking to build virtual communities, I’d like to focus on four challenges:
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First Challenge – Language.
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Second challenge – Integrating diverse skill sets
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Social Media Transformation Cycles
The value of social media is relative to the cycle of social media transformation that is vetted through the marketplace of peers. Past industries were started, enabled and created by conversations that led to innovation.
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Conversations are filled with information which is shared with others. The internet, in its current stage, enables the propagation of conversations from one to one to millions at the click of a mouse. The acceleration of conversations at rates beyond past experiences facilitates the transformation of information into knowledge. Subsequently a few people discern the knowledge gained and move to the creation of innovation in product, service and delivery (marketing, service and reach).
How Email Inefficiency Reduces the Quality of Group Input
Using tools which provide you with central hub for communication (such as a wiki), instead of directly contacting each individual person, allows you to reduce the number of connections involved. This, in turn, reduces the number of interruptions and the number versions of the document that are generated, making the discussion much more manageable. Furthermore, if the article is in a wiki, then it becomes search-able by all the users of the wiki too, so other people can find it again in the future. This is not the case if it’s stuck in someone’s inbox.
2009 is the year of Enterprise 2.0? Hold your horses
The footnote behind Implementation numbers
I’m as much of an Enterprise 2.0 cheerleader as the next guy and I even make a very good living off it. But let’s be honest here. Whilst the report says 1 in 2 companies will deploy some Enterprise 2.0 tool, a more glaring finding is that only 1 in 10 users adopt the tools, once deployed. What good does that do to anyone? “Enterprise 2.0 faces serious risk of fizzling out” should have been a bold warning in the summary of the Forrester report.
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I think its time to call out purely emergent implementation models (not that there’s anything wrong with that) vs. strategic use of social computing to achieve open collaborative and transactive work models. Both have their place. But only the latter leads to an Enterprise, destined to achieve a 2.0 design.
A Curious Case of Enterprise 2.0
When was the last time you used a sequence of dot-separated numbers to describe a large official organization? Yet all the talk about Government 2.0 doesn’t seem to surprise anyone. The lack of surprise however doesn’t imply shared understanding. Just try asking ten people who use the term Web 2.0 what exactly it means – and most likely you will get ten different answers.
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AIIM’s year-old survey, which found that 74% of surveyed organizations had no idea what E2.0 meant or how it could be meaningfully applied, likely would’ve come back with a similar numbers today.
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E2.0 is still primarily a vendor space, dominated by ISVs selling software to businesses who haven’t really asked for it. It is simply not a demand-driven market. By contrast, just think of CRM or payroll software. You don’t need to convince businesses they need that.
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Communities Shouldn’t Be Islands
The bad news, from the same post, is that there is just as much compelling evidence that these newfound tools are highly fragmented in their usage. As he puts it, “few enterprises are taking a ‘holistic’ approach and are using them in a more targeted and/or fragmented manner.”
That’s a real pity, because we know that when a single, unifying community platform is available and done well, it can successfully knit all of the communities together so that none have to be islands.
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Organizations need policies that set expectations for how social tools will be used. For example, who can and cannot engage directly with a customer in the community.
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I’ll boil down controls to mechanisms that the technology affords to help enforce and automate the policies. This is an area where a lot of social business software could use some work.
About failing Enterprise 2.0 initiatives
Seeing Enterprise 2.0 as a number of short-term initiatives that will immediately boost the productivity of knowledge workers, improve collaboration and fuel innovation will do us more harm than good. There are definitely quick wins to be made, but we need more time to make the large and persistent wins. Harvesting the potential business benefits of Enterprise 2.0 requires insight, motivation, commitment, patience, perseverance, flexibility - and a large doze of good old-fashioned stubbornness. Why? Because it is about making people change.
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