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Users say they know what they want until they get it, and then they want something different.‘

I could talk with the users in their own language; go away and develop a module with real data; and create reports, monitoring screens and other processes based on a synthesis of my knowledge, the stated needs of the client and my knowledge of the technology.  The application would work in novel ways, users would find new ways of working, and modifications would be agreed upon.  Over the course of a year, a powerful application emerged that was very different from anything that either the user or I could have defined.

In many ways, this is a textbook description of how to implement social media tools within the enterprise.  Work iteratively with your users, create opportunities to learn from each other and from the tool using a series of “safe-fail” experiments, stay in beta for as long as it takes to reflect user reality in your tool, and don’t be afraid to step off the straight and narrow path of linear thinking.  To be clear, this is not a recommendation that you abandon all logic in your design and implementation.  Rather, it is a reminder that there can be great beauty and greater rewards in following a more circuitous route.

These concerns about SharePoint’s ability to be an effective Enterprise 2.0 platform is one I hear echoed a lot with practitioners I talk to. In spite of this, I correspondingly hear that SharePoint is in fact what most organizations are planning on using when it comes to 2.0-style collaboration and knowledge management. Why the apparent disconnect between the perceived suitability (which we’ll dissect in a moment) and actual use? Part of it is SharePoint’s stunning penetration in the software business. T

In other words, SharePoint is already in most organizations today:

In fact, this is a central lesson in Web 2.0 design, that complexity is the enemy of ease-of-use and adoption; most 2.0 products are almost brutally simple in their user experience.

The problem? The growth of the collective intelligence site so far largely has been fueled by early adopters and enthusiasts, according to Rasmussen. About all those who would have joined and shared their knowledge on the social networking site have already done so. If the intelligence agencies want to get further gains from the site, they need to incorporate it into their own formal decision making process, he contended. Until that happens, the social networking aspect of Intellipedia is "just a marginal revolution," he said.

Established in 2005, Intellipedia, now managed by the Office of the Director of National Intelligence,  has approximately 100,000 user accounts. Open to anyone with a government e-mail account, it has social bookmarking tool, a document repository, a home page for each user, and collaboration spaces.

For true change to occur, other agencies must use Intellipedia as their official conduit, at least for some functions, Rasmussen said. Otherwise, it is just creating additional work for contributors.

low readiness for change high risk-aversion preference for hierarchy and processes to create knowledge over personal freedom to collaborate and share individual preference for position power and legitimate power over referent powerand expert power

Building on the somewhat vague and yet particular usage of the term 'Web 2.0', 'Enterprise Web 2.0' describes a fresh, and some would say new, approach to the design and provision of business applications that incorporates aspects such as social networking, collaboration, and real-time communication. In addition, Enterprise Web 2.0 focuses a great deal of attention on the user's 'experience' or 'joy of use' -- something of a novelty in enterprise IT these days. By comparison, when Butler Group talks about 'Enterprise 2.0', we are focusing on the composition and architecture of the IT ecosystem, and the associated business models that will support Enterprise Web 2.0 applications.

Enterprise Web 2.0 is very much concerned with the user experience of corporate systems and applications, and on extracting business value from the social contributions and interactions of the organisation's various stakeholders.

The management of customer relationships continues to remain pivotal for most organisations, and so the social aspects of Web 2.0 are mirrored in the corporate world of Enterprise Web 2.0

Wikis versus Knowledge Management

Parlons wiki : CeBIT 2008 et AUG Paris Je serai la semaine prochaine au CeBIT pour deux conférences, et un focus particulier sur les wikis d’entreprise avec deux exemples de wikis que j’ai réalisés pour mes clients : Mardi au Enterprise 2.0 Summit, Cédric Blum de SFR Service Client va présenter le wiki pilote utilisé dans le contexte du service client Mercredi au Forum Content Management Arena@CeBIT, je présenterai le wiki que j’ai réalisé pour Publicis Consultants Ces deux wikis ont été réalisés avec Confluence d’Atlassian. Vous aurez une autre occasion d’entendre ces deux cas présentés en juin pendant l’Atlassian User Group Paris que je co-organise avec Publicis Consultants et Atlassian. Si vous êtes dans les parages, venez dire bonjour :-). Publié le 29 février 2008 dans Informatique

Cogenz is a hosted social bookmarking service for companies wishing to harness the collective intelligence of their employees using social software in a simple and effective way.Think del.icio.us for the enterprise and you won't go far wrong.Knowledge workers in your organization can use Cogenz to: store the online resources - internet or intranet - they use to perform their jobs share them with colleagues across functions and geographies browse, search and track collective intelligence relevant to their needs identify experts and communities of interest Unlike public social bookmarking services, this is all done through a private branded installation that you control. Next steps Watch our introduction to Cogenz and social bookmarking in the enterprise Get more information on some of the key benefits Learn how to get started with Cogenz (it's easier than you think)