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"I recently read about the Five Top Challenges of Integrating Social Media Data with Business Applications by Elias Terman on the CTOEdge.Now it seems to me that these issues are all, or at least mostly, about how to connect old school enterprise applications of record that deal with transactions and the new school systems of engagement that deal with interactions."
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In today's developed economies, the significant nuances in employment concern interactions: the searching, monitoring, and coordinating required to manage the exchange of goods and services
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jobs involving the most complex type of interactions—those requiring employees to analyze information, grapple with ambiguity, and solve problems—make up the fastest-growing segment
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"We covered “The Business Value of Social Media and Enterprise 2.0” with an emphasis on HR process because of the audience. I want to share with you a bit of my thoughts from that session. I first set some context with the classic 2006 McKinsey report on IT spending most of their budgets on transactions but the real business value is in the interactions between people and this area has been underinvested"
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A key is the alignment of these new tools with business process and tasks. We are also seeing more integration of capabilities within a single tool set.
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I find these tools work best when aligned with business process and are not simply introduced as capabilities such as phones or email.
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"he thing with SocialCRM is that it adds more customer data to CRM records when many organizations have not learnt how to act on existing data. Whist a quick look at my Twitter usage can give Dell an idea of my profile, what good will that do if organizations are not going to act on hard data they have today: How much I’ve spent with them over the years, my active registrations of software I’ve purchased, my loyalty based on the fact that I religiously buy new equipment from them every year."
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We tend to think that using social media monitoring and listening systems reduces noise and lets us focus on things that matter in our customer relationships. I respectfully disagree. Until its surgically helping you execute business and process objectives more effectively, its still noise.
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Social CRM is where the social data and the transactional data are analyzed together to create deeper insights that ever before. Using Social data we can amplify what we know about customers by adding a sentimental, emotional layer to what we know — and that helps smart companies drive sales cycles and create better revenue models.
"But are companies, with all their good intentions, getting the most from open innovation? We suspect that the initial successes, encouraging as they are, represent only the beginning. What if open innovation were defined more broadly and more ambitiously? Could even greater value be realized? If so, what would the next wave of open innovation look like?"
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This approach has two limitations. First, it misses the opportunity to build long-term trust-based relationships among participants. Second, it does not encourage participants to build cumulatively upon the contributions of others.
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On the other side, really challenging problems require tapping into the tacit knowledge possessed by more than one individual in order to create new knowledge and generate a workable solution.
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"The core competency here is in terms of facilitating relationships and communications between different parties. There are in fact many different types of interactions that this role takes on. In as such, this means they participate as a part of many different role-interaction patterns. This is significant since when such patterns are frequent and repeated, it becomes almost transactional, and therefore measurable"
A low-level web of constant relationships, circular, cellular systems where shared, collaborative contributions are the norm, is developing. Here, the value resides with relationships, not transactions. Maybe, instead of buying and selling more and more in a mad race for grabbing the most growth, the future will be about a collaborative, community-oriented regenerative growth model.
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The most profound change in a cellular economy is the devaluation of the transaction. Today, economic value is determined primarily by the value of the transaction. To grow (even just to survive), we must keep trading, keep consuming--no matter how wasteful the process becomes--because success is creating more transactions. This keeps us locked into a linear, growth oriented paradox.
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Fortunately, (if not painfully), the Internet is exposing the impossibility of sustaining a transaction-based economy. As the net drives the cost of certain goods and services toward zero, it strips profit from transactions.
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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.
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:
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• Less transactional and more relational.
• Less "hardwired" and more "loosely coupled."
• Less focused on merely accessing external capabilities and more focused on rapid capability building for every participant.
• Less focused on the firm and internal silos and more supportive of richer cross-enterprise interactions and collaborations among workers. -
Companies must also participate in (and sometimes orchestrate) new organizational forms and structures called global process and practice networks.
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«Maintenant qu’il est possible d’établir de la coordination à grande échelle et à bas prix, une troisième catégorie a émergé [qui permet d’entreprendre] un travail sérieux et complexe sans direction institutionnelle.
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enterprise2.0 (4)- interactions (3)
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- data (2)
- socialcomputing (2)
- organization (2)
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- knowledgework (1)
- recruitment (1)
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