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Social Software 2.0: Enterprise Process Ubiquity
"In talking with people about the Enterprise 2.0 industry, I like to insert yet another versioning number scheme:
* Social Software 1.0
* Social Software 2.0"
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Social Software 1.0 is the “Tools Era”. Put these collaboration and information sharing tools in place, then let the benefits flow. And the benefits do flow.
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Here’s how I define Social Software 2.0:
The integration of collaboration, increased findability, social networking and crowdsourcing into core enterprise activities requiring defined workflows, specific user sign-offs, results measurement and role-based access.
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McKinsey: What Matters: Using technology to improve workforce collaboration
"Knowledge workers fuel innovation and growth, yet the nature of knowledge work remains poorly understood—as do the ways to improve its effectiveness. The heart of what knowledge workers do on the job is collaborate, which in the broadest terms means they interact to solve problems, serve customers, engage with partners, and nurture new ideas. Technology and workflow processes support knowledge worker success and are increasingly sources of comparative differentiation. Those able to use new technologies to reshape how they work are finding significant productivity gains. This article shares our research on how technology can improve the quality and output of knowledge workers. "
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The nature of collaborative work ranges from high levels of abstract thinking on the part of scientists to building and maintaining professional contacts and information networks to more ground-level problem solving.
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But for knowledge workers, what might be thought of as collaboration productivity depends on the quality and quantity of interactions occurring
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Why unlocking ECM is critical to your Enterprise 2.0 execution plan
Billy brings a unique perspective given that he focuses on understanding how social computing blends with existing enterprise content management – something that many medium to large organizations are going to have to deal with if they buy into the design and promise of Enterprise 2.0. All control is not bad and all social is certainly not optimal. That’s an important part of any E2.0 execution plan
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For instance, instead of using traditional access control-heavy CMS workflow when working on early drafts of marketing collateral for a product launch, or market projections for a new line of business, a wiki – style environment opens up discussions around early drafts to more constituencies before the owner moves this into formal production.
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Design processes and select applications that can accelerate business activity. If you start with “I need a new content management strategy”, you’re likely off to a wrong start. If your thinking about say how to improve sales close rates by better alignment between sales and marketing content, you’re approaching the problem correctly.
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10 Ways to Attract Employees to Your Intranet
Follow these 10 upgrades to increase employee traffic to your intranet—from the easiest to most difficult.
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.
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Companies who are interested in implementing the new social networking solutions need to start by identifying a business problem. This premise is almost as old as people but it so often ignored that we need to keep raising it. Every time there is a new hot technology, it can step on its own toes if we are not careful.
Six ways to make Web 2.0 work - The McKinsey Quarterly - Six ways Web 2.0 work - Business Technology - Application Management
Over the past two years, McKinsey has studied more than 50 early adopters to garner insights into successful efforts to use Web 2.0 as a way of unlocking participation. We have surveyed, independently, a range of executives on Web 2.0 adoption. Our work suggests the challenges that lie ahead. To date, as many survey respondents are dissatisfied with their use of Web 2.0 technologies as are satisfied. Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools. We have found that, unless a number of success factors are present, Web 2.0 efforts often fail to launch or to reach expected heights of usage. Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
Digital Nomads - Measuring Progress In A Dispersed World
In a world of increasing professional freedom, managers (and the rest of us) struggle to adequately measure output. Gone are the days of clocking in and clocking out. We often assume that the number of hours spent “working” are an indication of one’s effort and accomplishment. However, in reality, this is not the case. Furthermore, applying such short-sighted measurements will diminish some of the most valuable benefits of a free-range workforce.
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The Competitive Advantage of The Unexpected
As a team that researches productivity in creative industries, we have learned that the sources of inspiration don’t mix well with rigidity. -
In return, the mobile workforce must deliver “spurts” of productivity and insight. When bonuses are considered, managers must value the spurts versus an adherence to the daily grind.
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The Real Sin of Email « IT Organization Circa 2017
, Email has become a de facto work flow solution - a function for which is is horribly unsuitable. This has happened due to the old “if the hammer is your only tool, every problem looks like a nail.”
Enterprise Software: from ERP to BRP
Knowledge workers who come up with innovative solutions may think it’s good practice to document them just in case the “exception” ever occurs again… and if it does a few times, well then it’s no longer an exception, but a (Barely) Repeatable Pr
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