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A new-found blog with a promising first entry, on E2.0 cultural implications et al.\n\nSnip: "failure to address the cultural considerations of E2.0 integrations up-front can have a net-negative effect on your organization's culture, brand, and productivity [....] \nwe can't control how these technologies are used by everyone all the time - nor should we want to. But we certainly can be methodical about the cultural implications these tools have on our organizations and strategies, and address them in ways that help leaders shape the conversation to optimize their effectiveness for the enterprise's benefit. It starts with a cultural due diligence with rigorous tools such as the Denison Organization Culture Survey, a values assessment such as Life Journey Mapping, and conversation-based assessments with all stakeholders. Then, and only then, do you really know what you're getting into.

kweiss.wordpress.com - Preview

implementation organizational-culture methods enterprise2open

This is the first part of the "Tangible Benefits of E 2.0" series at the Oracle ECM Fusion blog.

Funny, I expected something more suitable for selling Oracle software - the post is down-to-earth and while not telling the Enterprise 2.0 crown anything new I dig the realism (find a problem first, then think about ypur E 2.0 take et al.).

Shouldn't be too hard to find some pressing problems in todays organizations, huh?

blogs.oracle.com/...ible_benefits_of_e20_part.html - Preview

roi enterprise2.0 adoption implementation

Dion writes about how to bridge the gap between the social collaboration world outside and classical organizations.

Strategies and battle plans "how to proceed", I am with this but have doubts at the same time.

To me it's probably about the benefits of aiming high (you might achieve at least a bit) vs. procedding with cautious little steps? We all know it's about the social dimensions in the first place with Enterprise 2.0, where both approaches have their up- and downsides ...

blogs.zdnet.com/Hinchcliffe - Preview

adoption enterprise2.0 implementation

Anthony Bradlwy of Gartner on being asked for social software metrics, how it's difficult and what are the reasons ...

Good discussion gets triggered, ie. Sameer Patel notes that "E2.0 is a state the enterprise achieves." and Lawrence Liu of Telligent adds that the title of Anthony's post should rather be "“You Can’t Build a Business Case for Social Software, ...Unless Unless You Can Define & Justify the Applications.”

Snip: "There is a good reason why it is so difficult to build a generic, universal business case for social software. You can’t do it. Social software is a set of mass collaboration principles and technologies that apply to the construction of a solution, not the solution itself. Social software business value can and does vary widely from one solution to the next. Trying to build a business case for social software is similar to building a business case for a toolbox. In establishing the justification for purchasing a toolbox, you can talk only in generalities. You can build things better, faster and maybe with fewer accidents. This is the same situation when trying to justify an investment in social software. You can’t get concrete unless you know what you are building."

blogs.gartner.com/...iness-case-for-social-software - Preview

enterprise2.0 roi usage implementation

Jay Deragon on ACTION! ...\n\n"Will Management Buy Into The Plan?\n\nIn management, the ultimate measure of performance is the metric of management effectiveness which includes execution, or how well management's plans are carried out by members of the organization. Execution is not a singular or silo process rather it encompasses the following attributes:\n\n * leadership, or how effectively management communicates and translates the vision and strategy of the organization to the members\n * delegation, or how well management gives assignments and communicates instructions to members of the organization\n * return on investment, or how well management utilizes the resources (financial, physical, and human) of the organization to bring an acceptable return to shareholders\n * conflict management, or how well management is able to utilize confrontation and collaboration skills; management's ability to be flexible and appeal to common interests.\n * motivation, how management attempts to understand the needs of others and inspires them to perform. Motivation focuses on how performance is rewarded rather than how failure is punished.\n * consideration, or how well managers seek to understand and appreciate others' values; and not merely as a means to a business goal."\n

www.relationship-economy.com/?p=4174 - Preview

enterprise20 implementation

In Vodafone's receiver magazine (did I tell you that I'm a happy Vodafone customer ;) they have this piece on how the diy ethos can help build the future ...\n\nLet's think a bit about the connection to Enterprise 2.0 - ie. user-driven and continuous improvement, mass-involvement of employees in refining usage arenas and approaches, perpetual-beta mode of social software implementation projects, ...

www.receiver.vodafone.com/tinkering-to-the-future - Preview

adaptivity emergence inspiration implementation enterprise2.0