Group items tagged

util de “social bookmarking” (tu bookmarkes et je surveille ce que tu fais

voir toutes les annotations faites par la communauté lorsque tu arrives sur un site

dommage que le flux RSS produit par Diigo ne contiennent pas les annotations

ce n’est finalement pas la révolution que j’attendais

en même temps que Blue Dot

And while some of it must remain under strict control, particularly in public companies, much of it is unnessarily — and usually to a fault — hidden, unreused, and unexploited.

Explain the reasoning behind retaining more knowledge, in making it public, searchable, and organizing it via tagging.  Describe the benefits of being able to access much fresher and more up-to-date information elsewhere in the organization because their colleagues are managing more of their projects, tasks, and other work via social tools. 

Provide useful templates for common activities and reference material such as projects, tasks, resource management, policies, procedures, standards, and so on.  You still have to keep template layouts and template usage simple; excessive structure tends to kill the golden goose of contributions quickly.  But a little basic structure goes a long way and prevents contributors from having to figure out how to structure all the white space and provide a simple layer of consistency.

The enterprise has not caught up, largely because most enterprise information doesn't allow a hyperlink structure, and links aren't encouraged very much when it does

setting up blog and wiki directories as well as good enterprise search based on link ranking (which is what Google does to make the right information come up in the first few pages of search results.) 

Provide your own search engine in the tools only if you must.

, the real issue, day in and day out, with getting Enterprise 2.0 to take off is to educate, evangelize, demonstrate, and most importantly, evolve the interface and structure of your tools until you pick the right formula that resonates with your audience.

This boils down to having some form of moderation, either human or automated, to ensure that the level of discourse remains at some bare minimimum acceptable standard. 

A high-profile executive sponsor that obviously uses the tools can also help in a big way.

Triggering an Enterprise 2.0 ecosystem quickly is likely an early activity driver.  This can mean a lot of things but the link structure of Web tools allows information to quickly flow, circulate, and mesh together.  You can leverage this in a almost infinite number of ways to drive user activity, interesting content, create awareness of what the company is "thinking", and more.  For example, create a blog for every employee in the company and mail the link to them with instructions on how to use it. >  Create a social bookmarking site for the enterprise where everyone can see what is being bookmarked by everyone else that day. >  Create an internal Wikipedia that contains a seperate copy of all Intranet content and let users edit away. >  The possibilities are endless and provide a much greater number of "entry points" where people can get started with these tools.

The problems will be with the business culture, not the technology. 

For example, create a blog for every employee in the company and mail the link to them with instructions on how to use it. 

Create a social bookmarking site for the enterprise where everyone can see what is being bookmarked by everyone else that day.

Create an internal Wikipedia that contains a seperate copy of all Intranet content and let users edit away.

Allowing the output of SQL queries to be inserted into wikis when they load, calling Web services or using Flash badges that access data resources can turn Enterprise 2.0 tools from pure knowledge management into actual hybrids of software and data

And the reverse should be true as well, getting data back out into traditional tools including Office documents, PDFs, and XML must be easy to inspire trust and lower barriers to use.

Another problem is that managers may not worry that their employees would not be comfortable contributing information to a social-networking tool. Rasmussen said he talked with one executive who said employees may not want to contribute personal items to their home page.

" 'Are you kidding?' " Rasmussen responded. "This is work. We force people to do stuff [they don't want to do] all the time — we make people come in sober and wear clothes. In certain cases top-down may not work, but in certain cases it does."

Contributors need to learn to accept "an agency-neutral non-ownership" stance to their articles, he said.

"If you bring too many locks into an overly cautious culture, that's all you get: locks," Rasmussen said. He also mentioned that mashups remain to be too difficult for non-programmers to create, and social networks continue to be held, presumably unfairly, by higher standards than other technologies.

En principe en survolant le paragraphe précédent vous devriez en voir le contenu (si vous êtes membre enregistré).

Encore plus fort: à cette partie, que j’ai soulignée et que vous voyez, vous pouvez associer (si vous êtes enregistré) une note brève que vous créez à la volée. A mon tour je serai en mesure de lire vos commentaires…

en lisant une page web intéressante, vous vous dites qu’il y a un ou deux paragraphes qu’il serait intéressant d’envoyer à un collègue. A coups de copier/coller c’est faisable mais plutôt rébarbatif. En deux clics droit de souris Diigo le fait pour vous.

On the other hand, in talking with a few implementers, they have not yet seen the big wave of demand for enterprise 2.0 tools.

I think the preconditions for making microblogging useful will appear sooner than later