Bertrand Duperrin's Library tagged → View Popular, Search in Google
"What happens in a consumer social environment like Facebook is that people “narrate” their lives. So, in a social business environment, workers can learn to “narrate” their work. In a previous post, we argued that social business applications help to make work “observable”, and more recently we’ve argued that a key benefit of social project management (and other social applications) is to “make the invisible, visible”."
-
Knowledge processes are notoriously difficult to observe – so much so that identifying the current state of a knowledge process is almost impossible
-
In addition, distribute teams lose significant observability that comes from being collocated. However, social business changes both of these issues – IF the people executing the process “narrate” it as it happens.
- 3 more annotation(s)...
"The biggest problem with the term BPM is that so many people saw it as meaning so many different things. This causes unnecessary arguments between experts, like the blind men arguing over the shape of an elephant. We can clarify this debate by naming the subcategories of BPM."
-
1. Management of Business Processes (MoBP)
-
2. Business Process Analysis (BPA)
- 8 more annotation(s)...
"I feel I should explain why in my previous article I suggested that we need to relook at the model of the firm in the light of Social Business and how this ends with a need to reevaluate the Porter Value Chain model for the competitive enterprise. The current meme floating among thought-leaders is that for social to have an impact in business, it needs to become part of the regular workflow of employees, customers and other participants"
-
Social business activity needs to occur in the flow of people’s work rather than be a separate, additional task for them to do.
-
The next natural step is question why we are doing the tasks in the first place and if it really makes sense in the way people engage in social business. In other words, rather than shaping social interactions to the task, you reshape the task itself to be more social.
- 2 more annotation(s)...
Il apparaît à de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.
-
Il apparaît à de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.
-
les communautés ne peuvent pas être à elles seules réguler la nouvelle organisation du travail. Et n’ont d’ailleurs jamais eu cette vocation.
- 5 more annotation(s)...
"Paul carefully dissects the positioning of Radian6 as a Marketing Cloud, delivering astute cautionary points on the pitfalls of pitching it this way. Good advice that I hope Salesforce will sit up and take note of. As someone more interested in enterprise customer success than the buzz that fills the pipeline, Paul’s post highlights a bigger issue for Salesforce. They don’t get what they’ve got. Or if they do, they aren’t quite showing it in a way that will accelerate enterprise acceptance yet."
-
SFDC doesn’t seem to have the right type of enterprise suite strategists guiding a team of kickass engineering tacticians, as voices at levels in the organization’s hierarchy to drive development of clear, relatable, doable use cases
-
Several other respected analyst/strategists like Esteban Kolsky are also questioning the logic behind positioning E20 suites using ‘social voices’ instead of, or in tandem with enterprise platform professionals delivering proven, vetted value.
- 3 more annotation(s)...
"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."
-
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
-
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
- 2 more annotation(s)...
"It’s probably since the very moment I started focusing my attention on Enterprise 2.0 that I wanted to understand how it might have worked a company where formal and informal exchanges supported each other, where communities were eventually integrated into processes, where knowledge assets could be accessed, used and constantly renewed through the participation of all the actors involved. Not so much a world entirely made of 2.0 but more one in which social is seen as a mean to accelerate the achievement of those same goals companies have always imposed to themselves."
-
- Business: to frame social in a way that was understandable to senior management and could give business results
- Adoption: to ensure the attainment of a critical mass of participation needed to achieve the return on investment
- Technology: to reposition existing enterprise systems and services within the new paradigm
- Strategy: to understand, from an organizational and a workflow point of view, how to put together communities for customers, communities for employees and partners, encoded processes
From a business, organizational, technological perspective, companies have particularly struggled to
- 9 more annotation(s)...
-
"Few organizations providing enterprise social software have a process and integration DNA, as does TIBCO Software. The last of the independents in the enterprise integration game, TIBCO supports some of the most gnarly systems integration efforts at some of the best known organizations in the world. For these reasons, I went to TUCON 2011, TIBCO’s Annual Customer Conference to see what customers have to say about Tibbr, TIBCOs enterprise social software offering."
-
I’ve been writing about this since 2009 and increasingly, scores of examples exist that show tepid or even failed social/collaboration uptake at large organizations due to the fact that context around collaboration was just not apparent.
-
Tibbr has drawn on its integration heritage to ensure that meaningful events can be drawn in from an organizations BI, CRM and other Business Applications that provide the needed context that often invokes collaboration in the first place
- 4 more annotation(s)...
"As the world turns… social, expect to be surprised by the fruits of serendipity. When large workforces embrace working socially, or as I love to call it – in “socialworking” mode, they discover new ways of solving problems and creating opportunities. Insights are revealed in the fluid web of connections and sharing. We’ve seen a dramatic mood swing toward all things social this year. Even the naysayers have been touting the benefits of working socially recently.
I wanted to take the opportunity to highlight just one example of how working in a truly social organization delivers benefits that could never have been predicted in an executive conference room undergoing the scrutiny of a hard-core ROI analysis."
-
Lowe’s on-boarded 100% of its employee base to its collaborative platform, IBM Connections last year. That’s every executive, store manager, retail clerk, and stock boy on the payroll. The entire Lowe’s workforce of 289,000 employees have access to Connections
-
fter exhausting other traditional sources, the employee then turned to the Connections platform and asked “out loud”* if anyone knew how she could get more inventory. Funny thing happened. Although everyone felt her pain on the inventory shortage, they started replicating her paint mold/tray demo in their stores. And guess what? Suddenly other stores were selling out of the paint trays too. As interest in the thread and the display idea grew in popularity, sales skyrocketed.
- 3 more annotation(s)...
"I receive e-mail frequently from PR people promoting the latest IT tools and new Web applications. These days a common thread I see is the addition of social features to software to make it easier for users to share information and collaborate with others. Personally, I believe it’s largely beneficial to 1) find ways to take advantage of the social graphs that users have been building in recent years, and 2) add the techniques and channels of the social world to make traditional software more effective and usable in general."
-
. So, while social impinging around the edges of enterprise applications is worth dealing with from a strategic perspective, it’s going to happen largely whether organizations plan for it or not. As such, it’s not likely to make a huge competitive or qualitative difference in the way most businesses perform. That is, unless they start the process of deliberate and strategic social business transformation,
- 6 more annotation(s)...
-
"Jive has filed its S1. For those that don’t know, this is a document filed at the SEC which is the precursor to an IPO. The IPO doesn’t have to happen but that’s the general intention.
I was particularly keen to see this S1 because it provides valuable insights into a a company before it launches on the public markets. In relatively new categories like so-called social business, it also gives us a glimpse about the shape and size that market might become. In this case, Jive is one of the early start up vendors that is attempting to make collaboration a business reality. It’s been around a few years so has the market positioning and experience to tell a credible story."
-
There has been so much dismissive bloviating about the claimed benefits, that the harsh realities of execution have almost been swept aside. Until very recently. The almost incessant media racket and the round of self congratulatory conferences on the topic should have created a huge market. But if Jive is the best example we have then it simply doesn’t exist as a global phenomenon
-
Most recently I saw one tender document from a very well known operator in this space. I was truly taken aback at how little demonstrated understanding of basic business operations came out in the recommendations. Long on rhetoric that almost required its own dictionary to decipher and yet painfully short on addressing real world issues. Some organisations will fall for that, many won’t.
- 4 more annotation(s)...
"It’s fashionable today to talk about social business. “People are what really matter,” pundits like say. No one likes to use stodgy words like “workflow,” which seem like refugees from the late 90s, and should be coming out of the mouth of a management consultant, not a creative thinker.
Yet without workflow, collaboration is doomed."
-
Social without workflow is like a bathroom without plumbing–pretty soon, you’re going to stop using it.
-
At the end of the day, your people know that you don’t pay them to collaborate, you pay them to get work done, whether that means delivering for clients or pitching for new business. It doesn’t matter that collaboration might help them get work done.
- 1 more annotation(s)...
"Detail: In general, the first wave of Enterprise 2.0 was arguably tool-based (e.g., stand-alone blogs, wikis). The second wave of Enterprise 2.0 focused on enabling an enterprise-wide destination (e.g., a “Corporate Facebook”) which acted as a community and connectivity hub for employees. More accurately, we might describe this type of platform as a social network site (Reference Architecture For Social Network Sites). The third wave of Enterprise 2.0 is moving in two directions virtually in parallel to each other."
-
The initial direction is to support social applications hosted on the social network site itself. The most common examples I’ve seen so far are innovation/ideation solutions but organizations will likely want to construct their own community-like applications on top of their social network site as well.
-
This horizontal trend is the second direction within this third wave of Enterprise 2.0 implementations. Social networking services will enable organizations to take social data within the social network site and surface that information contextually within another system (e.g., productivity suites, collaboration tools, enterprise portals, business processes, and mobile applications).
- 1 more annotation(s)...
"If “trust organic growth” means “build the platform and see what happens”, you will get the business equivalent of ruderal species. These are the first plants to colonize lands that have just been disturbed, e. g. by a fire or construction activities. While this event overstrains the established plant population, some highly opportunistic species take the chance. You might compare them to the innovators in the Technology Adoption Lifecycle. These specimens will be a tremendous help when your wiki, network, etc. is all fresh and needs being populated. But they will not be enough."
-
Instead of skipping the pilot, we made it a content pilot
-
We invited some key communities to the pilot and helped them create interesting conversations
- 5 more annotation(s)...
"Yet, Fully networked organizations achieved substantially more benefits–a mean of 27%–compared to 15% for Externally networked, and 12% for Internally networked.
What makes Fully networked organizations drive almost twice value of the other two networked organizations despite having very similar demographics?
The only driving factor that I can see from the second table in their report is the level of integration into the various day-to-day tasks of the constituents in each category"
-
70% of Fully networked organizations indicate that Web2.0 is integrated into their day-to-day tasks, compared to 53% for Externally and 49% for Internally networked organizations. I
-
Long story short: the degree of how social business is integrated into the workflows of your organization may be a strong driver of business benefit and the success of your Enterprise 2.0 effort.
- 4 more annotation(s)...
"On parle beaucoup de Case Management depuis ces derniers mois en insistant sur le fait qu’il faut rendre le pouvoir aux experts métiers. Est-ce une prise de conscience ? Si oui, pourquoi ? Voici quelques réflexions bien personnelles sur le sujet."
-
Tout a été modélisé, précisé, simulé, conçu pour que l’automatisation propre aux applications BPM soit la plus efficace possible. Et globalement ça fonctionne plutôt bien. La gestion des processus a fait ses preuves et personne à ma connaissance ne souhaite revenir en arrière.
-
Le BPM, qu’on le veuille ou non, c’est aussi beaucoup de rigidité. Et pourtant nous disposons tous dans nos milieux respectifs de nombreuses compétences qui ne demandent qu’à s’exprimer. Qu’à apporter aux automatismes une dimension complémentaire, non concurrente mais de plus en plus obligatoire.
- 4 more annotation(s)...
"Today, much of the promise and fulfillment of the E2.0 vision is centers around generalized benefits of knowledge sharing and collaboration. We're talking about implementation of micro-blogs, wikis and enterprise search in corporate life. However, as long as the promise of E2.0 is captured in terms of generalized benefits, it will be viewed as peripheral and discretionary, rather than centrally important to the business. Guess what else - when times are tough, it will be at the front of the line at the CFO's office, subject to budget cutbacks. So what's next for E2.0?
For E2.0 to move into the realm of being business critical, three things have to happen -"
-
Instead of pitching E2.0 as a means to improving collaboration and communication, it needs to be viewed as critically enabling specific business workflow patterns within an organization.
-
Move from back-office knowledge sharing to front-office revenue generating.
- 1 more annotation(s)...
"Many are also now starting to ingrain this into their organizational framework and business processes. Over the past year or two, the volume on ‘______________ [social computing / collaboration / online communities] need to impact business processes’ has gone up considerably, to the point that new terms like social business are being used to describe how this activity happens."
-
Business processes are based on predictable operation of a sequence of steps in some workflow.
-
Collaboration for one relies on interaction between people, whether intentional, tangential, or incidental, and sometime a combination of any of these.
- 2 more annotation(s)...
"Social CRM and Enterprise 2.0 are a natural fit. In an endorsement for the Enterprise 2.0 book, Leo Apotheker (now heading HP) said that “McAfee clearly understands the role of IT in creating superior customer value…”, and indeed, I very much agree with this statement. However, where I believe software vendors have put too much emphasis in their interpretation of what needs to be done, is that they have focused too much on the pure IT side of the equation."
-
In order for a social CRM programme to be effective, it cannot just be assigned to and run by a single department as many other parts of the company can add value to to overall customer experience and help achieve goals of innovation, loyalty and advocacy through customer interaction and participation.
-
A company cannot become customer-driven overnight, and most companies will just dabble in the basics to get their feet wet rather than jump straight into the deep end of the pool. It also requires an alignment of the company culture and possibly push the company to take another look at roles and tasks of its employees, as well as revisit current processes and workflows.
- 3 more annotation(s)...
"There’s been much discussion of late on “Social BPM“. In particular, when should the magic “social” stuff happen – at design-time, or at run-time, of a process? There has also been a significant overlap with discussion around ACM (Advanced/Adaptive Case Management), wherein proponents of ACM advocate putting more power in the hands of users to dictate the flow of a “case” through their organization (if I can use the word “flow” to describe something that isn’t, in their view, a process)."
-
- Those tools that offer an online community, a la SAG’s AlignSpace, or IBM’s Blueworks Beta, for process professionals.
- Tools that allow for collaboratively building process models, a la IBM’s Blueprint.
- Tools that allow for more collaborative run-time process execution (e.g. ActionBase). It is this third category that has overlap with the ACM space, by virtue of putting users in control of the process execution, rather than process designers.
If we can pull together a quick assessment of the terrain of “social” BPM tools:
-
With Blueworks Liive, Phil is presenting a potential solution: software targeted at letting the 240 people in business improve their own processes, without needing to know words like BPM, or BPMN (let alone what the BPMN notation is all about).
- 2 more annotation(s)...
Selected Tags
Related Tags
Top Contributors
Groups interested in workflow
-
1_Workflow
This is the beginning of my ...
Items: 25 | Visits: 36
Created by: Terry Elliott
-
LazyMovie: Outsource rotoscoping and chroma keying
LazyMovie delivers quality d...
Items: 1 | Visits: 39
Created by: Mchilly
-
A platform for digital humanities
A platform for digital human...
Items: 31 | Visits: 34
Created by: Dr. Sorin Adam Matei
Diigo is about better ways to research, share and collaborate on information. Learn more »
Join Diigo
