The Big Failure of Enterprise 2.0 Social Business | Beyond the Cube - 0 views
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Following are my getting back to basics recommendations: Face reality that email is not going away. It has 100% utilization for employee collaboration & communication. It becomes an epicenter for collaboration. The ability to post social content, receive notifications, receive activity digests must tie into email and SMS. If your activity stream could fit into an Outlook window - even better. Recognize that collaboration doesn't just happen inside your company's walls. Collaboration crosses many boundaries from time, distance and corporate firewalls. Employees are using multiple tools and multiple networks both outside & inside. Adding one more tool to the mix doesn't make life easier. Consider deploying a content/collaboration aggregator to simplify employee's ability to manage various content flows & networks both inside & outside the firewall (Example: Xobni Enterprise) Collaboration is now form factor agnostic: No longer is one device utilized. Content & collaboration needs to flow across whatever mobile, tablet, desktop, laptop- eventually smart TV device - that an employee utilizes. Ubiquitous collaboration needs equal opportunity. For example, If employees can get email, internet access, Facebook, Twitter on their mobile devices but only access social collaboration on their laptop- then those most available will be the top collaborative tools. Your internal social platform needs equal access, otherwise it will continue to be Cinderella locked in the attic during the royal ball. Your intranet should be one in the same with your social platform. If an official portal is the place to get news, updates & find information - your social platform must seamlessly be an integral part of that experience. Don't ship off your employees to a separate site to socially engage & collaborate. The intranet should become the personalized collaborative workspace for employees "one stop shopping." Rid yourself of multiple employee prof
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The big failure of social business is a lack of integration of social tools into the collaborative workflow.
This is not a newly identified problem. Those of us working on social collaboration efforts for a while recognized that integration is imperative from the beginning. At the beginning, I clearly outlined integration as one of three foundational pillars for our strategy. Unfortunately, various forces created challenges in this space. Social collaboration applications have been immature in this area for years (even after fierce calls for faster integration- i.e. CMS). Enterprises faced fork lift integration efforts to knit applications together. Fork lift efforts get the budget axe when push comes to shove. We managed to do the normal IT deployment model - the very model I fiercely advocated for us not to do. We deployed just another tool amongst a minefield of other collaborative tools - without integration. To make it even harder, we underinvested in transition change management.
Becoming a Social Business: The IBM Story - 0 views
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The rise in consumer-oriented social networking applications and platforms over recent years has drawn curiosity from enterprises both large and small. IDC believes that curiosity has turned into business opportunity as the lines between consumer and enterprise continue to blur. Unfortunately, adoption of social software in the enterprise has encountered some skepticism due to the hype surrounding the technology and the perception that it is the younger generations' means for socializing with friends. It has also been criticized as being a waste of time. Yet there is evidence to suggest that this doubt is shifting and that enterprise social software is becoming the next generation of collaboration tools to enhance organizational productivity.
Smart Working in Turbulent Times | The Smart Work Company - 0 views
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I had intended writing a series of blog posts in the run up to the pilot launch of The Smart Work Company's social learning platform in September. Turmoil in global financial markets, with the downgrading of the US credit rating and simultaneous shenanigans in the Euro zone, gives focus to the topics I want to explore.
The series, Smart Working in Turbulent Times, will include themes that I have talked about before in previous blog posts in a random way. My hope is that this series will pull topics together to create a rationale for smart working, to explore what it is, to make the case for why now (urgently) and to show how smart working practices can be enabled, drawing on researching new ways of working over a fifteen year period and years of practical experience of helping senior executives make the transition to new ways of working.
Themes
Off the top of my head, the themes will include:
What?
Context: turbulent times past and present - there are lessons
How organisations work (and don't) - relationship dynamics, power, culture, conflict, alliances, psychological needs, performance environments etc
Smart principles underpinning design for:
Viability (including emotional and psychological well-being)
Adaptability
Autonomy
Integration
Collaboration
Wirearchy
Distributed diversity
Collective intelligence
Social skills
Thinking skills
Leadership skills
Learning skills
Performance environments, including:
Cultural and social environment
Online place
Physical space
Whole system of leadership
How?
All this research and good practice that others have found effective in specific contexts and at specific times cannot be be copied or rolled out. What to do?
Draw out principles and interpret for your own situation
Create hypotheses about what is happening or what you want to happen
What might work?
What might enable or prev
- The Obvious? - Help your boss to understand - 0 views
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Maybe your boss is nervous because he understands the potential of social media all too well. Once people learn that they can find each other, share their knowledge and work together the roles of many managers will change if not disappear. This is frightening. However the good managers will make the effort to adapt and will continue to add value in the more networked world we are moving into. Many of them will be old enough to have children active on the web and may not be comfortable talking to them about it. Or they may get the point of social tools outside work but not see how to map them to the business context. Why not help them? Why not help your boss to understand the benefits for their business and them as individuals of getting to grips with the social network world? There is a real danger that we assume that our boss knows everything. Often they don't and may be embarrassed about admitting this. Make it easy for them to do so.
Once-a-Year Review? Try Weekly, Daily... - WSJ.com - 0 views
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By RACHEL EMMA SILVERMAN
The status-update era is changing the annual performance review.
Peter and Maria Hoey
With many younger workers used to instant feedback-from text messages to Facebook and Twitter updates-annual reviews seem too few and far between. So companies are adopting quarterly, weekly or even daily feedback sessions.
Not surprisingly, Facebook Inc. exemplifies the trend. The social network's 2,000 employees are encouraged to solicit and give small nuggets of feedback regularly, after meetings, presentations and projects. "You don't have to schedule time with someone. It's a 45-second conversation-'How did that go? What could be done better?" says Lori Goler, the Palo Alto, Calif., social-networking company's vice president of human resources. More formal reviews happen twice a year.
For most companies, employee reviews are still an annual rite of passage. Some 51% of companies conduct formal performance reviews annually, while 41% of firms do semi-annual appraisals, according to a 2011 survey of 500 companies by the Corporate Executive Board Co., a research and advisory firm.
And increasing frequency may not make much of a difference if the performance appraisals are ineffective to begin with, say some. One academic review of more than 600 employee-feedback studies found that two-thirds of appraisals had zero or even negative effects on employee performance after the feedback was given. "Why is doing something stupid more often better than doing something stupid once a year?" asks Samuel A. Culbert, a professor at the Anderson School of Management at the University of California, Los Angeles and the co-author of the book "Get Rid of the Performance Review!"
Some firms have found that the traditional once-a-year review is so flooded with information-appraising past performance, setting future goals, discussing pay-that workers have trouble absorbing it all, and inst
Granular Social Network on Vimeo - 0 views
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Thomas Van Der Wal. Social Tools Need to Embrace Granularity What we have is partial likes in others and their interests and offerings. Our social tools have yet to grasp this and the few that do have only taken small steps to get there (I am rather impressed with Jaiku and their granular listening capability for their feed aggregation, which should be the starting point for all feed aggregators). Part of grasping the problem is a lack of quickly understanding the complexity, which leads to deconstructing and getting to two variables: 1) people (their identities online and their personas on various services) and 2) interests. These two elements and their combinations can (hopefully) be seen in the quick annotated video of one of my slides I have been using in presentations and workshops lately.
What happens when social networking collides with the corporate Intranet? | Blog - Lond... - 1 views
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There is a deep gulf between the sterile, one-way and almost Orwellian practices of the corporate IT network and the rapidly-evolving, chaotic organism of today's Intranet.
What would it look like if the social world of Web 2.0 collided with the corporate Intranet? What would happen if information was disseminated from outside in, instead of inside out; from the people working on the front line? This is precisely what an interesting experiment at global consulting firm Capgemini is revealing. Many of the company's 110,000 people are based on site at client locations and it is here that 'real-world' challenges must be addressed. The IT consultants in particular, who form about half of the workforce, are in an environment where the information they use goes out of date very quickly.
To help keep its teams up-to-speed, and to stay on top of the disruptive changes in their operating environment, Capgemini began a few years ago experimenting with Yammer, a private and secure enterprise social network that allows colleagues to hold conversations, read posts and actively collaborate with their co-workers in real-time. CTO Andy Mulholland says that it is contributing to the "collective consciousness of the 20,000 people who subscribe to Yammer internally." -
Management's changing role. Capgemini uses Yammer for: aligning activities, problem solving, information sharing, providing clarification. Now think about the things managers do for a living - and you quickly end up with a pretty similar list. Social networking technologies, in other words, are increasingly being used to provide the support and input that employees used to get from their managers. This frees up managers, in turn, to spend more time on the real value-added work - such as motivating their employees, structuring their work to make it more engaging, developing their skills, securing access to resources, and making linkages to other parts of the organisation. Warren Buffett is famous for saying that it is only when the tide goes out that you can see who is swimming naked, and the same metaphor applies here: when employees can get all the basic support they need for their work through Yammer, rather than through their line manager, the real qualities of the line manager are exposed and some are found wanting.
10 Principles of 21st Century Leadership | Serve to Lead® | James Strock - 0 views
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Tom Friedman has penned a thought-provoking oped, "One Country, Two Revolutions."
In discussing the ongoing social media revolution underway in Silicon Valley, Friedman turns to 21st century leadership:
Marc Benioff, the founder of Salesforce.com, a cloud-based software provider, describes this phase of the I.T. revolution with the acronym SOCIAL. S, he says, is for speed - everything is now happening faster. O, he says, stands for open. If you don't have an open environment inside your company or country, these new tools will blow you wide open. C is for collaboration because this revolution enables people to organize themselves within companies and societies into loosely coupled teams to take on any kind of challenges - from designing a new product to taking down a government. I is for individuals, who are able to reach around the globe to start something or collaborate on something farther, faster, deeper, cheaper than ever before - as individuals.
Harold Jarche » The amplified individual - 0 views
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amplified individual Theme: the Amplified Individual Forecast Clusters: Highly - Collaborative, Social; Improvisational; Augmented Dilemma: Collective Creation vs Individual Recognition Signals: Co-working Arrangements; Teamwork in Virtual Environments; Social Filtering; Life Hacks; Visualization Tools Underlying Technologies: Sense Making & Visualization; Ubiquitous Displays; Amplified Collaboration Tools
#worksm - Social Media @ Work - Inform, Educate, Motivate - RedSkyVision - 0 views
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There is disconnect between how immersed and digitally connected employees are outside of the workplace, and how their internal communications are being delivered. On the ground, employees are still posting printed communications on the water cooler when they can be engaged, led and informed via the latest digital channels. Good overview of social media at work
Firms of the future - business inspired by nature | Guardian Sustainable Business | gua... - 0 views
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The economic, social and environmental volatility now facing business means organisations having to operate in a dynamically transforming landscape.
The nature of change itself is transforming. Organisations are now increasingly exposed to dynamic change: change upon change upon change - while dealing with one change, another affects us, then another, and so on. This dynamic change upsets the traditional business paradigm we have been working to over the last few decades.
Mechanistic and Organic Organizations - Intranet Blog - ThoughtFarmer - 0 views
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In my last blog post on connected companies, complex systems, and social intranets, I wrote a little bit about the appropriateness of mechanical metaphors and models in complex times. While I never used the term explicitly the competing metaphor to the mechanical, which Ephraim picked up on in his comments, is the organic.
Well, I could probably summarise it all with a single sentence at this point in time: It's been a long journey, indeed! We have learned a lot, we have become much more efficient and effective at what we do, but we still have got lots more to be done! Like for almost everyone out there, becoming a social business is a tough job, for sure, we are not discovering anything new in there, there needs to be a significant cultural shift, a change of mindset, a change on how we do and conduct business, but the good thing is that the trip to provoke such social transformation has been worth while all the way coming from a Globally Integrated Enterprise into a Socially Integrated Enterprise (a.k.a. SIE)