Home
Bertrand Duperrin's Library tagged → View Popular, Search in Google
"Tibbr released version 3.5 to the public today in Palo Alto California, 9 AM Pacific time. I got a solo preview yesterday and I was impressed by it – as usual I’d say.
“In twelve months since launch, tibbr has been deployed to hundreds of thousands of employees across global enterprises, who can now use tibbr to unify people, data and businesses processes to get work done”"
-
tibbr brings back the balance in our lives: after decades of automation and computerisation, some, if not most, of us have become slaves to the machine, walking the last mile from rule-based machines to exception-based humans
-
The fact that tibbr cut out the middle man, the data entry clerk, by enabling people to follow and directly subscribe to events themselves – people could pick the low-hanging fruits again
- 2 more annotation(s)...
"Analysts speaking at Enterprise 2.0 say Microsoft's collaboration platform is more than a portal, but less than a social network."
-
When Wylie asked Koplowitz whether SharePoint was "just a portal," his answer was an emphatic "no" because, although SharePoint includes a portal, it provides many other capabilities. Yet when asked if SharePoint was a social network, Koplowitz shook his head and said, "it's a lot better portal than it is a social platform."
-
SharePoint 2010 provides basic building blocks, including user profiles and activity stream updates, but transforming it into a satisfying corporate social network requires either a healthy dose of configuration and customization, or the addition of third-party software such as NewsGator Social Sites.
- 4 more annotation(s)...
"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."
-
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
- 3 more annotation(s)...
-
"Let's look at some characteristics that could help to discern the difference between non-strategic business software and potentially strategic business software:"
-
- 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:
-
In other words, all current business/enterprise software is non-strategic in the real sense.
- 3 more annotation(s)...
"Why is Enterprise 2.0 still considered more of a "movement" than a business imperative? Its evangelists speak more like Dr. Phil than Jack Welch. "
-
When they asked him which specific business problems his "solution" would ostensibly solve, he didn't have much of an answer beyond the esoteric promise of enhancing engagement and promoting knowledge sharing. Worthy goals, but how would those things improve business performance?
-
Enterprise 2.0 is still considered more of a "movement" than a business imperative. The movement's evangelists employ the kumbaya language of community engagement rather than the more precise language of increasing sales, slashing costs, and reducing customer complaints.
- 1 more annotation(s)...
"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.
"
-
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.
-
He said, “consumers have unprecedented power over your brand. Social businesses embrace this.”
- 22 more annotation(s)...
"To fully enable a social business, IBM announced new software to help organizations socially enable their business processes using the most successful mobile devices—including tablets—such as RIM's BlackBerry and PlayBook, Apple’s iPad and iPhone, the multitude of Google Android-based devices and Nokia handsets. IBM also rolled out software and services to help businesses embrace the social business models through cloud computing, including a technology preview of IBM's cloud-based office-productivity suite. And IBM shared plans for the next release of its social software portfolio to enable social business, including a social business framework for software developers. The question that remains, however, is whether IBM can become the Facebook of the business world, or at least the provider of tools for it."
"Lotus GM Alistair Rennie announced IBM's Social Business strategy. The conference motto was "Get Social. Do Business." In a private conversation, Rennie called Monday "day one" for social business.
The importance of Rennie's announcement was reinforced by the IBM brand presence and by presentations from IBM senior vice president Mike Rhodin and IBM senior vice president of marketing and communications, Jon Iwata. I believe that for IBM, social business is a strategy on par with its e-business strategy in importance and transformational potential."
-
- Empowering employees to respond to the needs of empowered customers. (This is what our book Empowered is about.)
- Listening to the market conversation using social listening platforms. (That's the subject of our book, Groundswell.)
- Engaging with empowered customers using every tool at your disposal: mobile, social, video. (This is also what our book Empowered is about.)
-
-
"We discussed definitions, and models, and strategies and plans. What they are doing, what they want to do, what they would love to do. Ended up with a great view of where the market is now from all different perspectives. There are three different views of SCRM."
-
Since there is no defined SCRM market beyond taking on the social channels and integrating them with CRM, they are all right. What they call SCRM is an integration between Social Media (Channels) and CRM functions (Sales, Marketing, and Service).
-
This reality will start shifting in 2010 as consolidation starts to take over and a market begins to materialize (led by customers spending again, slowly at first), and larger and well-funded vendors begin to look for tools to complete their suites. We will see a lot of movement in this market as we approach the summer, and very heavy towards the end of the year
- 6 more annotation(s)...
"My take. The promise of convergence between consumer social computing and large-scale enterprise technology is at hand, making this a vibrant and creative time. As definitions of consumer and enterprise blur, future success belongs to vendors that innovate and adapt to evolving perceptions around what “enterprise” actually means."
-
Chatter introduces an important concept of software that combines messages from machines with status updates from people in a simple interface.
-
Chatter’s ability to create feeds for not just people, but content and applications is both its unique feature and its most important benefit
- 3 more annotation(s)...
For the last 18 months, Intel has invested a significant effort to develop a full strategy & implementation roadmap for social computing within the enterprise. I am pleased to announce the release of a white paper Developing an Enterprise Social Computing Strategy that I did jointly with Malcolm Harkins, Chief of Information Security. The paper details our approach towards embracing the use of collaborative technologies while addressing the mitigation of legal, HR and governance issues. Here are some key areas you will find detailed in the paper
However, SaaS is not an optimal solution for every business problem and every customer. Providers need to look in the mirror and be brutally honest with themselves about the motivations around their SaaS strategy and its relevancy to the customer. I’ve already heard of instances of business changing hands between E2.0 vendors at this early stage in the game, for these very reasons.
My point, with emphasis, is that we all need to a better job of understanding how our customers operate. Everyone needs to tell product managers that customers don’t care about your widget unless it can be tied to something larger that can transform business. It’s the classic technology silo. If your widget isn’t tied to a larger architecture that can be used to reconstruct a process, it’s just a widget that will rest on a digital shelf instead of a wooden one. (for you shrink-wrap folks)
-
When vendors press for big picture questions early, they quickly have an opportunity to brand themselves as strategic instead of the tool company.
-
what I plan to do is look at enterprise 2.o not from a toolset lens but from my customer’s lens. The disparity between the two is what frustrates me. I’ve seen some of the best technology around with a bunch of folks sitting around a table unable to produce more than one use case for the how it can impact the business.
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?
-
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
-
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.
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.
-
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.
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.
-
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.
-
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.
- 4 more annotation(s)...
Selected Tags
Related Tags
Top Contributors
Groups interested in vendors
-
Recruitment Outsourcing USA
Items: 58 | Visits: 19
Created by: prashant Rawat
-
Avangate eCommerce
Avangate Outsourced e-Commer...
Items: 8096 | Visits: 22
Created by: secure downloads
Highlighter, Sticky notes, Tagging, Groups and Network: integrated suite dramatically boosting research productivity. Learn more »
Join Diigo