Does a social business need a “social” staff? It’s clear that social business, as a way of interacting with clients, customers, and the world is part of good business. It’s not a fad if real money is made, marketing budgets are down, and customers are happier and more loyal. What we don’t know is whether the guts of an organization needs to resemble the skin and clothes to succeed?
Too many chefs spoil the soup. Said another way, one of the most common criticisms I hear about user-based IT and user-controlled collaboration tools is that different teams end up using different systems, which in turn leads to headaches and data and governance concerns. But how valid are each of these concerns, and what can user-teams and IT teams do to find a better working ecosystem?
Focusing on serendipitous discovery, powerful search, and curious staff leave out an important element in knowledge sharing: marketing. If you’ve ever developed a great tool or spent time sharing your experience and knowledge that you want (or need) others to use, this is for you.
At work we talk about innovation like it’s our lifeblood. Truth is that most of us are pretty good at what we do, have gotten better, and must continue to grow to stay true to our mission. If innovation is the key to getting “better”, how can we plan for innovation?
(graphic credit: Ross Mayfield)
Fortunately, there are some great models and tools to help us.
In this last segment we’ll review an often overlooked topic in Enterprise 2.0 and collaborative discussions: culture and leadership. Why is this so important and what role do these two factors play in both getting the most value from Enterprise 2.0 tools but also increasing the effectiveness and efficiency of the organization? Read more to find out.
For your reference, here are the first four parts of the series:
In the fourth segment of this series, we’ll look at one of the most debated about topics in Enterprise 2.0 – measuring value.
In the first three parts of the series (here, here, and here) we walked through three different case studies to illustrate different adoption and implementation strategies. The lessons learned are applicable across the board, and I welcome your thoughts on how they resonate based on the experiences you’ve had. Now, onto ROI and measuring value.
In the third segment of this series, we’ll look at a case where by a team found success by focusing on the most pressing problems that they faced in engaging other teams, and how those efforts spiraled into a much wider effort to strategically leverage other teams and tools to increase transparency and share knowledge.
To recap, in the first two sections, we reviewed one successful implementation case of a large-scale social intranet and one unsuccessful case of a limited release without clear direction.