Bertrand Duperrin's Library tagged → View Popular, Search in Google
"More products today claim to have Adaptive Case Management (ACM) capabilities. Do they have what it takes? Or are they simply just jumping on a bandwagon? It is a buyer-beware world. Apply the criteria presented in this post to a vendor’s product in order avoid dishonest representations."
"Social networks are a hot topic in the enterprise these days, despite being only one type of network deployed in a networked business. Many individuals and companies are talking about creating a ‘social layer’ in the enterprise and how that layer needs to be ‘woven’ into the ‘fabric’ of the enterprise. I’m not exactly sure what that means, but I do know that layers is the wrong metaphor for enterprise software, especially for front-office categories such as social software."
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Layers of anything are hierarchical. A layer can only interact with the other layers on either side of it. A software user interface layer can’t directly integrate or interoperate with layers below the one upon on which it sits.
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"I naively thought that we were starting to move past this type of thinking but we’re not there yet. I had several conversations with mid and senior level managers at organizations who are tasked with making emergent collaboration successful at their organizations yet in many of these discussions I find that these managers are to act as Roman gladiators. They are thrown into an arena with a tool and are told to “make it work” while many spectate without providing support. It’s a losing battle."
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If they did then perhaps we would see more “serious” deployments that focus on changing behaviors, values, strategies, thinking, and design around how our workplaces our created, but we don’t, why?
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The true collaborative organizations are re-engineering the very core of their companies and look at tools as simply enablers to facilitate this change.
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" Don’t look now, but many company employees are turning off their company-issued laptops and BlackBerrys. They prefer to use their personal devices—sleek, mobile and intuitive—rather than the company-sanctioned technologies perceived as outdated and hard to use. "
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tendency of managers—especially younger ones—to bypass the big enterprise systems by using spreadsheets and cloud-based apps to operate their business functions
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The IFS study shows that there’s a disconnect between the way software behaves in employees’ personal lives and the way it behaves in corporate America.
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"For me and the decision makers I talk to, SCRM is simply taking traditional CRM and adding multichannel social technologies, social analytics and social engagement strategy to help Sales, Marketing and Customer Service be more productive."
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Social CRM is a business philosophy that expands the borders of traditional customer relationship management beyond information, process and technology to people, conversations, and relationships. The focus of sCRM is on people (i.e. customers, partner, suppliers), their relationships with other people, and the ongoing conversations that are occurring about the Company and its products. Finally, sCRM is also about engaging with customers and prospects, not controlling them, and establishing bonds of trust (hopefully love) between the Customers and the Company
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"Let's look at some characteristics that could help to discern the difference between non-strategic business software and potentially strategic business software:"
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- First vendor question: "What is your problem, how can we help you?"
- Focus on "how you do things", i.e. on efficiency, bettering the status quo.
- Product names almost always includes the term "manage": Control, preside over, govern, rule, command, oversee, administer, organize, conduct, handle. Again no new ways, there is no effectiveness in the term manage, it's all about more control of the "how" we did what we did yesterday, and the day before - tweak the status quo but never challenge it.
- A second strain of non-strategic software uses the moniker "productivity". Pure efficiency again, all well and good to do things faster, but there's not a whiff of flexibility in regards of the strategic "what you do".
- First vendor question: "What is your strategy?" or "what are you doing and why?" as in “what value are you to deliver, to what customer, and how are you to be different?”.
- Focus is on "what you do", i.e. on effectiveness and what can be done differently.
- Product names? Hard to say as there are none out there, but I would venture that it would include process, run, operate - and hopefully no "management".
Non-strategic:
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In other words, all current business/enterprise software is non-strategic in the real sense.
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"Gamification is a hot topic for consumer applications. It is changing the way the companies, especially the start-ups, design their applications. The primary drivers behind revenue
and valuation of consumer software companies are number of users, traffic (unique views), and engagement (average time spent + conversion). This is why gamification is critical to consumer applications since it is an effort to increase the adoption of an application amongst the users and maintain the stickiness so that the users keep coming back and enjoy using the application.
This isn’t true for enterprise applications at all."
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For enterprise applications, the end user is not the buyer. The buyers of enterprise applications write a check but don’t use the applications, and even worse, the end users have a little or no influence on what gets bought.
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The fundamental reason behind poor adoption of the enterprise applications is that they are simply not easy-to-use and they almost always come in the way to get the actual work done. In many cases, they are designed to be orthogonal to the actual business process that it is supposed to help an end user with. Also, in most cases, these applications are designed top-down to serve the needs of senior management and not the real needs of end users e.g. a CRM system that helps management to run pipeline reports but doesn’t help a rep to be more efficient and agile
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"Here is a report addressing an interesting question. In December 2010, inlevel conducted a research on "Middle Management as Business Software Influencer." They start with an interesting point. Software tended to be sold to senior business management and CIOs. However, because of increased access to the Web, greater use of cloud applications and simpler applications, a growing number of software purchases do not require senior level support nor need to involve IT. So this study looked at the current role of middle managers in software purchases. They gathered responses from 210 middle managers across a variety of industries in the US."
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The research found that 42% of middle managers surveyed said they are actively engaged in the enterprise software selection process and 41% said no one a cared about their views.
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They want to talk with vendors about their offerings.
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"Limiting collaboration software to small teams and short time periods works best, a scholar of "knowledge workers" says."
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The fact is that most organizations aren't really serious enough yet about collaboration to measure it much. They tend to be a lot more interested in traffic to their website than traffic on their collaboration tools site
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Historically, companies were quite interested in increasing the amount of collaboration. Now they are interested in targeting and limiting collaboration because people are getting overwhelmed
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"What that means for IBM in 2011 is that this year they’ve decided to fully embrace social business - and to not only eat their own dogfood but to breed their own dogs. That’s the level of their commitment. (BTW, IBMer Jen Okimoto, whose tweets are her own saw me tweet this and returned a nicer image -”Prefer to think of it as we drink our own wine, and we’re creating/mentoring our own vintners and wine lovers.” You’re all welcome to invent your own imagery here. Heh. Heh.). Their level of commitment is astounding and potentially game changing.
Why?
Because a $100 billion company is driving all their resources into transforming their company into a social business. They aren’t just selling it, they’re doing it and evangelizing it and marshalling whatever they have to so that it will be globally hugged.
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What were the results? They had nearly 160,000 people from 104 countries and 67 companies generate an initial idea pool of 46,000 ideas. They narrowed it down, had a smaller jam to discuss the ideas that they came up with and then chose 10 of them which IBM invested that $100 million in. But, then again, that’s not nearly as monumental as their complete embrace of social business as a company.
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He said, “consumers have unprecedented power over your brand. Social businesses embrace this.”
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"Gamification is the use of game play mechanics for non-game applications, in order to encourage people to adopt the applications. It also strives to encourage users to engage in desired behaviors in connection with the applications. "
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Gamification in Enterprise 2.0 is about Maslow’s hierarchy of needs, a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation
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"Amy talks about how five principles of game mechanics (collecting, points, feedback, exchanges and customization) can be combined with three trends of social media (accessibility, recombination, syndication) to design fun yet functional software applications."
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Here are the five game design principles Amy talks about –
- Collecting: Players love to collect artifacts and complete sets.
- Points: Players love to be rewarded with points from the game itself or from other users. Points can be used for leveling up, for creating leaderboards, or for redemption for gifts.
- Feedback: Players love to get feedback from the game itself or from other users. Feedback can be about how they are doing against others, or even against themselves over time.
- Exchanges: Players love to engage in exchanges with other players. Exchanges can take the form of explicit trading or implicit gifting.
- Customization: Players love to customize their character or profile, and also their interface or dashboard. -
Here are the three social media trends Amy talks about –
- Accessible: Social applications are becoming more accessible because of simpler user interfaces, but also across devices, often enabled by open APIs.
- Recombinant: The data from social applications can be combined into different types of activity streams.
- Syndicated: The data from social applications can be exported and showcased elsewhere using RSS feeds and widgets.
"It’s been the issue for a small period of time now, and I’ve contemplated the idea in a few blog posts: I really think this is the end of us throwing technical ‘solutions’ at a business or organisational ‘problem’ – and that we will all agree that E2.0 and Social are about humans, people, change management, radical organisation change, and, in the end, about tools"
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Enterprises aren’t used to adapting. They adapt their environment to themselves. If their environment doesn’t adapt, they adopt their environment: incorporate them into a subsidiary, a third, fourth or fifth leg. There are giants out there becoming even bigger giants just by engulfing others
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Employees aren’t used to adopting. They feel they have to adapt to their company – and rightfully so. Of course they (should) add value to their company, but it’s not their company – they only (want and need to) belong to it; they’ll adapt
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"Transforming business to a networked environment is mostly about changing business culture to become more social and connected but it doesn't mean that specific tools aren't needed to support that transformation. Two things come together to create great change, technology and culture. The social web is a driving force that is empowering people to change business culture and forcing people back to the center of activity in the enterprise."
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To create a next generation enterprise, businesses need to take two concepts from the social web and apply them across all business functions, community / network and content / social media.
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. With process at the center of the design people-based collaboration was not possible in the system, instead the focus was on file-centric activities. Process, file-centricity, workflow driven systems are too rigid and are not focused on the activities that a networked business in the information era needs to carry out business in a flexible and ad hoc global hyper-connected ecosystem.
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"The boundary between the technologies in the home and at the office is becoming less marked, but I still have the impression that the products developed are evolutionary rather than revolutionary – blogs, wikis, communities and so on with an ‘enterprise control’ layer – nothing disruptive as such. If you look at Gartner’s Magic Quadrants on the subject, you see that there are some big and a plethora of smaller actors (ripe for a round of consolidation?) with all of them having more or less the same feature set. So the question that arises in my opinion is where do we find inspiration for software innovation?"
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Analytics is going to be the hot topic the next 2-3 years, and in my opinion especially when we start combining Social Network interactions and interrelations with transactional customer data in our CRM systems.
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but again these are systems are developed by ESVs from the point of view of enterprise needs. Ideas are funneled into business processes, lost to the customers because they are left to ‘wander off’ to be worked upon behind closed doors.
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"When looking at the case studies and the product offering, it is not always clear “what is different and what is new” about Enterprise 2.0.
In the study proposal, we came up with the following table. Is it accurate? Is it complete? Is it clear enough to distinguish Enterprise 2.0?"
Viktor Mayer-Schönbergeren est persuadé, dans le futur "nous verrons apparaître des poches d’équipes réduites avec moins d’interconnections et un mode de pensée moins grégaire". Elles pourront ainsi prendre plus de risques et s’aventurer à essayer des solutions plus radicales. Il est également urgent de réintroduire une certaine compétition entre les différentes équipes de développement. Et de faire évaluer les projets non par des pairs - comme c’est l’usage - mais par un panel d’experts évoluant dans des domaines légèrement en retrait de celui étudié.
Despite the current strength and promise of the Internet software market, the future pace of growth and innovation is not assured. The principles of choice, opportunity, and interoperability were important in the growth of PC software and in the overall health of the information technology ecosystem, and these same principles will shape competition in Internet software, according to HBS professor Marco Iansiti
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firms should allow consumers and partners to have a real choice between complementary products and services from otherwise competing firms
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specifically, opportunity that is facilitated by giving developers platform access and the ability to innovate and build on platform technologies to create new products and services.
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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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Related Tags
enterprise2.0 (8)
socialsoftware (6)
IT (6)
adoption (5)
socialnetworks (4)
collaboration (4)
vendors (4)
enterprisesocialsoftware (4)
ROI (4)
socialmedia (3)
socialcrm (3)
innovation (3)
productivity (3)
enterprisesoftware (2)
gamification (2)
socialbusiness (2)
measurement (2)
communication (2)
sales (2)
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