The finalists from around the world in our “What if you had a vision of the future?
See on www.bbc.co.uk
This volume – part of a series of methods and issues in social innovation – describes the hundreds of methods and tools for innovation being used across t
Not that very, very recent but still very decent
See on www.slideshare.net
Social really is here when it comes to the enterprise. Many see the role of social in consumer-focused businesses but have not absorbed what it means for the enterprise. Social is having a direct impact in 5 areas:
1. DIY prospecting: Customers conduct research on products and services well ahead of the official start to the sales cycle
2. Peer influence: Customers “pulse” their peers at every step of the journey
3. Trial before purchase: User testing requires grassroot support. It’s no longer a single decision instance rather smaller purchase bundles
4. Buyer & user are the same: The phenomenon changes decision and influence points in enterprise purchasing
5. Click to compare: Pricing transparency is foundational; consumer expectations are shaping enterprise behavior
My point of view: a social enterprise is not an enterprise that uses social media. It is about creating mutual value
Dreamforce and Social Enterprise RealitiesInformation Management (blog)What is Happening? To no one’s surprise, this year’s Dreamforce – the annual Salesforce.com conference/event/customer festival – is all about enterprise and social business.
Read all at www.information-management.com
Celebrated scientists and development thinkers today warn that civilization is faced with a perfect storm of ecological and social problems driven by overpopulation, overconsumption, and environmentally malign technologies.
A few months ago I put up a post on the many faces of social CRM which basically looked at how various organizations are visually explaining and describing social CRM
To be continued at The Many Faces of Enterprise 2.0
I am aware of the fact that this post has some namedropping. But as I am not associated with Jive in any way, I decided to refer to this sound approach.
Found at Don’t Create a Social Frankenstein.
Chances are you’ve experimented with all sorts of social technologies. You’ve got wikis, blogs and team collaboration sites. You may even have a public customer community. And now every legacy tool vendor under the sun is adding social bling to their software.
It might be tempting to try to stitch all of these things together to create a Social Business platform.
You’ll end up with a monster. A Social Frankenstein.
You’ll end up with something that has all the right parts, but lacks soul. That spells certain death to your Social Business strategy.
Done right, Social Business will become the soul of your company. It will change the way you engage your employees, customers and partners.
At Jive, we’ve found that customers are most successful when they implement a cohesive Social Business strategy based on a couple key principles:
Recommended: Does your enterprise social network really make you more productive ? http://ht.ly/18HWwg
My colleague Harold Jarche often says … “work is learning, and learning is work”. And my FF blog colleague Rob Patterson is unpacking our current understanding of what a “job” is (Marshall McLuhan long ago signaled that when we began communicating with each other at the speed of light, it would mean the demise of “the job”, and that rather we would get into “playing roles”).
It seems clear that the environment we are all moving into demands serious consideration of such statements, and that Enterprise 2.0 adoption and implementation will make these issues even more important.
Here is a blog post Harold developed recently that synthesizes well some core concepts. It may be useful to those who are considering adoption of Enterprise 2.0 capabilities and what work design issues will come up and how to address them. I am re-publishing it here with his permission.
I apologize in advance for the reference to my work in this article … the objective in publishing this piece is not to do any self-promotion, but rather to expose readers to the great thinking and experience of some collaborative colleagues
Found at http://www.readwriteweb.com/enterprise/2009/11/the-realities-of-the-enterpris.php?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+readwriteweb+%28ReadWriteWeb%29&utm_content=Google+Reader
When you look at Enterprise 2.0, you can see the hype pretty clearly but what is not so evident is how social computing efforts are faring within corporations and large organizations.
That’s what’s striking about the report from the 2.0 Adoption Council. The group did a web survey of its 100 members with 77 responding. That may seem like a small number to use for any quantifiable conclusion about the state of Enterprise 2.0. But the people who responded lead or help lead Enterprise 2.0 efforts at some of the largest organizations in the world. Thirty-four percent of the respondents work for companies with more than 10,000 employees. Twenty-five percent work for organizations that have more than 100,000 employees.
These people have solid footing into how social enterprise technologies are being adopted.
Let’s get to to the results:
It’s not surprising to see high tech companies as leading the way in uses of Enterprise 2.0 technologies. But it’s interesting that manufacturing businesses are proving to be adopters. These are companies with roots deep in the industrial age that are showing that they see it as important to bring social computing into the work of its employees.
It should be no surprise that Enterprise 2.0 is still in the early adopter phase.
Budgets are less than $500,000 in most organizations but 52 percent of the respondents have budgets between $500,000 and $5 milliion.
Enterprise 2.0 is not just a concept any more but a reality in the enterprise with 34 percent saying they have multiple projects underway. We are curious about five percent having Enterprise 2.0 technologies fully ingrained into their work places. These must be more service oriented companies that do not rely on deeply entrenched technologies like ERP software.
We often use terms like “groundswell,” to describe the phenomena around social applications in the consumer world. In the enterprise, it’s a different story. Adoption is often user driven but management is dictating a lot of the efforts.
The one weakness that Enterprise 2.0 faces is the abstractness of its return on investment. It’s important to note, though, that 55 percent of the respondents are very satisfied with their Enterprise 2.0 efforts. Another 26 percent of respondents are somewhat satisfied.
To be continued at
Read more at http://www.readwriteweb.com/enterprise/2009/11/the-realities-of-the-enterpris.php?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+readwriteweb+%28ReadWriteWeb%29&utm_content=Google+Reader