Showing posts from February, 2012

My Highlights from The Digital Workplace Trends Report 2012 by @netjmc - part 2

In my last post  I shared some of my highlights from Jane McConnell 's Global Digital Workplace Trends 2012 report. We left off describing how some organizations used their intranet to support employees in the field. This brings us to the mobile intranet. Mobiel intranet Delivering the intranet and digital workplace to mobile was seen as important by 7% of the respondents in 2011. In 2012 30% thinks mobile is important and is investing. I'm disappointed to see that IT is defining the strategy in this area, according to the report. The goal of mobile is to improve communication and productivity. Corporate news and the people finder are the most important mobile intranet features. I would hope mobile is a business initiative with business in the lead and that the mobile features would be more closely related to the core business processes. I'm curious what we'll see in next year's report with respect to mobile. A special finding from the report was that or

My Highlights from the Digital Workplace Trends Report 2012 by @netjmc - part 1

There's one great place to go if you want an overall update on the intranet and digital workplace state-of-the-art and that's Jane McConnell 's yearly Digital Workplace Trends Report . Just like in previous years I read the report and would like to highlight parts of the report for you in two posts. In another post I'll reflect a bit on this year's findings . I hope this will trigger you to buy and read the report for yourself. There's much more in the report than I can write about here. From intranet to digital workplace This year more than 400 organizations participated in Jane's 6th survey. The title of the report shows how much development there is in the intranet landscape. We are moving from intranet to digital workplace. And Jane has been documenting this trend for several years. I think this year is the first year I hear more people talk about the digital workplace than intranet. Of course this broadening of the scope of Jane's surve

Next Generation Ecosystems by @dhinchcliffe #e20s

As promised I would blog about the final keynote of the Enterprise 2.0 Summit soon. Now's the time! Dion Hinchcliffe wrapped up the Summit with a good keynote about 'Next Generation Ecosystems'. I'll share my notes with you. His slides can be found here . Dion's presentation started out with a whole list of trends in the social business/enterprise 2.0 space. Like: Implementations of e2.0 tools have become bigger and faster All data show sustained benefits after rolling out e2.0 tools Everything is becoming social inside company (people-focus) Ownership of social is not clear The predicted social data explosion happened Mining social data has become a major industry (lots of different vendors) Internal and external is blurring, but it has not gone as far as most thought it would go There's some talk about social business standards Social is becoming more integrated in work (was isolated before) Dion also relates to the Alcatel-Lucent  (slides

Some notes from the breakout about the Future of the Enterprise 2.0 Manager Role #e20s

Breakout participants: Bart Schutte, Cordelia Krooss, Jean-Yves Huwart and myself. I thought I'd share some of my notes about the breakout and continued discussion we had about the role of the Enterprise 2.0 Manager, now and in the future. The discussion started where we left off after Cordelia presented her vision on this role . One of the main discussion points was whether we will need a e2.0 manager in the future organization (organization 2.0, as Cordelia called it). The notes and statements are not my own, but are a collection of what we shared in our breakout. When 2.0 principles are pervasive in the organization we don’t need the e2.0 champion. But doesn’t it depend on the type of organization? Does it change all organizations fundamentally? Does it apply to all businesses? Transparency and externalization are business trends. E2.0 tools give the company a means to relate to these trends. Organizational levels and structures will continue to exist, but there impor

Regaining Business Agility #e20s

At Track 2 of the Enterprise 2.0 Summit about 'Regaining Business Agility'. Track speakers are Bart Schutte (Saint-Gobain) and  Flavie (Pernod-Ricard). Saint-Gobain is built up out of lots of smaller companies. They started with Jive to support business collaboration for all businesses, all functions, all people. They started with one business segment. The business objectives are: Enable global teams to form and work effectively (was not possible before, can't be done via email) Enable people to connect and build new relationships Enable greater sharing of information (more innovative, faster to market, more customer oriented) The tool can meet many types of needs, from process, projects to functions and communities of practice (structured to unstructured). So, people will be in many groups, it will be there workplace, and Jive should replace email.  What did it bring them? New markets for existing products were found Faster time to market Improve

Models for the Social Business Transformation #e20s

The 2nd day at the Enterprise 2.0 Summit starts with a panel discussion about 'Models for the Social Business Transformation' (track 1). Panelists are Luis Suarez  (IBM), Jerome Colombe  (Alcatel-Lucent) and Nicolas Rolland (Danone). Jerome starts with a presentation about his experiences at Alcatel-Lucent. This company is in a huge transformation. The transformation was done in less than 2 years, and started just after Ben Verwaayen started at Alcatel. Engage has become part of their DNA. They set up a platform called Engage. Now with 60.000 profiles (80% of the org.) and 4.000 groups. There are two official community managers, but the rest is managed by the employees themselves. People decide for themselves what they do with the platform. They analyze what's happening in the platform with social network analysis. Benefits for Alcatel were: It restructured the internal communications Commitment to convince and help colleagues (engagement of whole of larger pa

The Road to New Models of the Social Enterprise by @richardcollin and JC Kugler #e20s

Final keynote of day 1 of the Enterprise 2.0 Summit. Richard Collin  and Jean-Christophe Kugler of Renault will talk about New Models for the Social Enterprise. Just refer to Emanuele Quintarelli's post  (scroll down to part of the post about this keynote). ;-)

Thoughts on the Maturing of the Enterprise 2.0 Manager #e20s

Last breakout of this day at the Enterprise 2.0 Summit about 'The Maturing of the Enterprise 2.0 Management'. Breakout speakers are  Cordelia Krooss , Luis Suarez and Jamil Ouaj. Cordelia kicks off with her thought on the maturing of Enterprise 2.0 management. She gives an overview of how BASF organizes Enterprise 2.0, specifically the community manager roles and the relatedness to high-level management. Their maturity model distinguishes between pioneering, piloting, introduction, professionalization (where they are now), business organization (opening up more to the outside world) and organization 2.0 (e2.0 is the way we do business). The role of the e2.0 manager will co-evolve with these steps project manager, adoption manager, business consultant, strategic consultant and no e2.0 manager anymore. First question: will there really be no need for management when we reach the Organization 2.0 phase? Luis replies by saying: Do you measure how many emails people are s

Mastering the Social Work Mindset - HR and Enterprise 2.0 #e20s

This breakout (track 3) at the Enterprise 2.0 Summit is about 'Mastering the social work mindset'. Breakout speakers are Anthony Poncier and Ellen Trude . Anthony kicks off with a sort presentation about HR and Enterprise 2.0. (Last year there was only one participant from the HR department at this Summit. This year there are many more.) HR should be on the wagon because people are the core of organizations. McKinsey recently stressed that the role of HR in E2.0 is essential. Why? Because of the inter-generational cultures (millenials, etc.), new job descriptions (like the community manager), talent management, impact on visibility and mobility (career development, L&D), etc. It's important to look at and change the tradition HR processes for E2.0 success. Ellen doesn't like the word training relating to social media and enterprise 2.0. Training is too much a one-way lecture. At Ellen's company they developed a social learning environment. The courses a

Community and Engagement Management #e20s

Next breakout (track 1) at the Enterprise 2.0 Summit is about 'Community and Engagement Management'. Breakout speakers are Joanna Walczak  (Lecko), Jerome Colombe  (Alcatel-Lucent) and Jon Mell  (IBM). Joanna kicks off with a presentation about what should be understood by engagement in enterprise 2.0. Engagement is the Leitmotiv of community management. Engagement is linked to the employees' awareness of being part of a systemic organization. A first step of building a successful community is that to acknowledge that the community already exists. The community should be more than sharing ideas. And it should be related to the corporate strategy. How do you prove the value of the community for the organization? Prove that these new kinds of interactions are genuinely productive, help transform fruitful interactions into capitalizable assets, make individualism and collaborative behavior compatible through 'gamification', and, give some feedback  about the Retur

Designing the Social Workplace #e20s

This track (nr 3) at the Enterprise 2.0 Summit is about ‘Designing the Social Workplace’ with Miguel Membrado (Kimind), Marie Khayet (Essec Business school), Frederic Williquet (SD Worx) and Jane McConnell (NetStrategy/JMC). This breakout was prepared before the Summit in Meet-ups. The insights from the meet-ups are shared first. What is a social workplace? What is the digital workplace and how is it becoming social? There are four enablers of the digital workplace, according to Marie? Flexible work hours Technology Social media platform Cloud-based services  How can this be integrated in the corporate tools? The social workplace is not an IT system but an ecosystem with work in context. Miguel goes into the company cultural issues with respect to Social Business. Not in all cultures openly sharing insights is normal. In companies like Google and IBM this is mainstream, but not in all companies. They also looked at objectives and metrics. How do you measure adoption a

Social Business Excellence by Yves Caseau #e20s

Yves Caseau of Bouyeau Telecom is the second keynote at the Enterprise 2.0 Summit. His talk is about Social Business Excellence. Caseau starts out by giving an overview of the changing landscape and the need for social business. But also shows that elements of Enterprise 2.0 are very old (e.g. lean and 2.0 are closer than you think). His slides give a nice overview of the elements of social business found in lots of older management books. It shows that social business is an integration of many (older) insights. There is a need for more business agility, because environments are changing faster and are more complex. Enterprise 2.0 is a cure for "common congestion". Enterprise 2.0 solves 1.0 problems. For instance, how do we reach the right people. E2.0 tools help to do this faster and easier. And, another example, slow convergence of multi-author editing. Recommendations: Integrate 2.0 in (decision and business) processes, not next to it Laissez-faire & faire

Understanding the Social Business Excellence by @rawn #e20s

I'll be live blogging the Enterprise 2.0 Summit. So my posts will contain typo's etc. Hope you don't mind! First keynote of the Enterprise 2.0 Summit is about 'Understanding the Social Business Excellence' by Rawn Shah , Social Business Tranformation Expert at IBM . We all know the core elements of Business Value Creation like Customer Value, Operating Efficiency, Quality in Operations, and Organization Culture. What is happening to this, is it changing? Is it still necessary? Rawn starts out with a research fact: 65% of line of business buyers will buy without IT (Forrester). Many of our organizations today have invisible walls. We would like to have fewer walls, or one wall between external and internal. Really is conversations are starting out everywhere and they´re scaling. This creates a bit of chaos. How do you make sense of this? This does not imply the line of business is going away? Line of business is still important. So, how do we harness the p