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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.
more fromwww.fredcavazza.net
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
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.
more fromwww.relationship-economy.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
You Can’t Build a Business Case for Social Software
Now you can build metrics around social activity (registered participants, visits per month, posts per month, average time between visits, pages viewed, etc.) which is important and can be indicative of a thriving community. However, the activity may or may not be delivering business value. Business value is measured separately from activity.
more fromblogs.gartner.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
The Social Software Value Matrix
I think of Enterprise 2.0 adoption as a journey through a succession of benefits. I've illustrated them in what I call the "Social Software Value Matrix." The first step in the journey is pure operational improvement. You're not really changing the way you do business, just enhancing existing interactions within existing silos. Over time, the tools lead employees to interact in new ways, across silos. This creates cultural change as the company reinvents the way the different pieces of the business interact to create value. Finally, and most dramatically, companies can create new interactions with customers and channel partners. That's business model transformation, and it only happens when your business is ready for it.
more frommichaeli.typepad.com
Don’t Look for ROI on Enterprise 2.0 - Look for Value!
And so on. Note, we aren’t building a business case in the financial sense. This is not an ROI exercise - its a business value and outcomes exercise. And this is the type of analysis that needs to be done to shift from the laissez faire “if we build it” to a more thoughtful, targeted approach.
more fromvaughanmerlyn.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
Where is the Business Value in Enterprise 2.0?
What we haven’t done so well is make the business value case—how does it help organizations become more productive and competitive?
more fromwww.enterpriseweb2.com
A User's Guide to 21st Century Economics - Umair Haque - HarvardBusiness.org
The need for boardrooms to to reconceive and reinvent business was never more urgent than it is today - because the clock is ticking. The new rules we've discussed at length over the last year or so aren't the only ones out there: there are plenty more in store for radical innovators. But the time to do so is now: by the end of 2009, our expectation is that organizations that aren't powered by at least 2-3 new rules will start going slowly but surely extinct.
more fromblogs.harvardbusiness.org
Is Social Media 80/20? | The Relationship Economy......
While 20% of the value proposition of social technology lies within the technology the greater influence lies in relational value attributes and processes of the people and company’s that use it to produce something of value. Who truly understands the dynamics and impact of social technology on business relations, marketing, sales, operations etc. etc..?
more fromwww.relationship-economy.com
Economist Finds True Believers in Business Value of Social Software: Enterprise 2.0 Blog: News, Coverage, and Commentary
The Economist Intelligence Unit reported that Web 2.0 has moved from buzzword to reality in many of the world’s largest corporations. They conducted a survey of 406 senior executives worldwide and found that 79% of respondents see the collaborative web as a way to boost revenues and cut costs.
more fromwww.fastforwardblog.com
Socio-Performance : un outil d'aide à la mise en place de réseaux sociaux d'entreprise - TeCoMan : La collaboration electronique au service de l'agilite des organisations.
J'ai été invité récemment, par l'Institut Cohérence (fondée par le chercheur Roger Nifle) et l'Université de Prospective Humaine, à une journée de conférence-débat dédiée à la présentation d'un nouveau concept de Roger Nifle : la Socio-Performance.
Comme le dit lui-même son concepteur, le terme est nouveau, mais il recouvre un ensemble de principes qui existaient déjà. Reste que le concept est intéressant, en particulier pour ce qui m'intéresse ici (mais aussi pour pas mal d'autres cas), pour faciliter l'accompagnement de la mise en place de communautés via les réseaux sociaux d'entreprise.
more fromwww.tecoman.info
The Elements of Value Network Alliances - Deloitte LLP
Today, the number of corporate alliances continues to rise — by as much as 25 percent a year — and now accounts for nearly a third of many firms’ revenues and value. Yet some studies suggest that the failure rate of alliances stands at an incredible 60–70 percent.* This troubling statistic prompts many questions about why so many firms struggle to generate success from an "open" alliance strategy. For instance, what are the general concerns with how open-based network alliances are structured? Can the implementation of an alliance strategy be simplified? And how can alliances consistently deliver value?
more fromwww.deloitte.com
Daily Reading: A 12 Step Program for Value Destruction
1) Underinvest in innovation (note the relatively small scale involved).
2) Overinvest in consolidation.
3) Make profit an illusion.
4)Defend obsolete business models.
5) Be willing to sell everything out - everything.
6) Never count tomorrow's costs.
7) Build industries around the cult of the deal.
8) Turn corporate governance into the costliest activity in the economy.
9) Forget that the point of business is to change the world for the better.
10) Expropriate wealth from taxpayers to subsidize market failure.
11) Expropriate rights from people to embed failure into the very structure of the market.
12) Pump more liquidity into decaying DNA.
more fromdiscussionleader.hbsp.com
Organizing for value
# When large companies are organized in the traditional division structure, strategic decisions too often fall to managers under pressure to meet budgetary demands. Success in one unit masks underperformance in others, while ventures that promise strong future growth go underfunded because they don’t contribute to short-term bottom-line numbers.
# One way to shake things up is to review the strategy and performance-management processes and to make decisions at the more granular level of value cells. Value cells are smaller units (20-50 for a large company) that represent the economics of the individual, simple businesses that any company is built of, such as customer segments, product groups, geographic markets, and new technologies.
# By emphasizing these value cells rather than aggregated bottom-line division numbers, this approach sheds light on which activities should be the target of additional investment—and which should be divested entirely. Changing managers’ roles won’t be easy, but in the long run, it will be worth it.
more fromwww.mckinseyquarterly.com
CIGREF Publications: 2008 - Dynamique de création de valeur par les Systèmes d'information : Une responsabilité partagée au sein des Directions des Grandes Entreprises - CIGREF - McKinsey
Comment définir, comment quantifier et comment optimiser la plus-value des Systèmes d'Information ?\nPour répondre à ces questions cruciales et mieux comprendre la contribution des SI à la performance des grandes entreprises, le CIGREF et Mckinsey & Company ont décidé de mener ensemble cette étude.\nElle reprend la réflexion au point d'aboutissement de nos précédents travaux de 2002 et 2004.\nElle adopte cette fois le parti de se fonder sur une observation approfondie des bonnes pratiques en vigueur dans un groupe d'entreprises qui, dans des secteurs très divers, se distinguent par l'avantage concurrentiel que leur procurent les SI.
more fromcigref.typepad.fr
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