Archives >

Author: Brian Vellmure Category: Posted: November 16, 2012 1162 views _ Comments

I was recently invited to keynote a series of executive events hosted by NICE Systems. For those unaware, NICE serves over 25,000 organizations in the enterprise and security sectors, representing a variety of sizes and industries in more than 150 countries, and including over 80 of the Fortune 100 companies.

At the start of each session, I encouraged contact center and customer experience executives from American Express, Disney, Coca-Cola, Staples, eBay, JP Morgan Chase, Citi, Discover, and several other organizations to commit with me to ask great questions together for the balance of the afternoon.

We are in an era where asking great questions, and collectively pursuing answers together is a necessity. The accelerating pace of technological innovation is disrupting every industry, every best practice, and democratizing opportunity across the globe. The concepts of the learning organization continue to gain traction and has fueled much of the Enterprise 2.0 / Social Business movement over the past decade.

I asked the respective...

Read the article
Author: Michael Fauscette Category: Posted: November 05, 2012 1697 views _ Comments
It's turning into a big news week for enterprise social network (ESN) software, first Yammer's 1st user conference, YamJam12, and then a very interesting announcement from SAP. SAP has, in the past at least, not really exhibited a great deal of interest in social software, nor have its few product attempts in the social business area been particularly compelling. The truth is that many of the enterprise software vendors have had some false starts and made some missteps over the past few years in attempts to get involved in the rapidly evolving enterprise social software market. The market is large already and getting larger quickly as adoption rates for social business solutions are skyrocketing. For the social software market (ESN) our recent forecast shows ~$1.1B in 2012 growing to ~$4.5B in 2016 (a CAGR of 42.4%), but that's not the whole story. The overall social business solutions market is ~$2.9B in 2012 growing to ~$10.3B by 2016 (a CAGR of 28.8%). With market numbers like that, it's pretty obvious why major enterprise vendors like IBM, Oracle and Salesforce.com have all rolled out new social business offerings ranging from ESN's to customer experience suites this year. It also explains why Microsoft recently boughtESN vendor (and a market leader in our recent social software marketscape) Yammer.

So now its time for SAP to make its move and with this weeks announcement, SAP becomes a contender in the social software market. Now this didn't just happen though, there's a bit of a story to it...

Read the article
Author: Esko Kilpi Category: Posted: November 05, 2012 1496 views _ Comments
The structures of the brain and the Internet look the same. In the brain there are neurons that link as a result of being active at the same time. This firing together creates a connection, a wiring together, that increases the strength of the connection. On the Internet there are wired servers and people that are linked in temporal interaction, sometimes as a result of being inspired and interested in the same topic, firing together. This short-term communication sometimes leads to a longer-term relationship increasing the strength of the connection. New connections are formed, connections get stronger and connections are lost.
It is not uncommon to think that knowing is something that goes on in the brain. Yet the evidence that it is really so is not quite clear. Some scientists have expressed doubts. The mind, they have argued, is not a thing to which a place can be allocated. Intellectual life is essentially social and interactive, they say. Life is carried on through communication between people. These researchers claim that interactions are not secondary by-products of thinking. They are the primary sites of that activity.
We often think of individuals as independent and self-contained. The view suggested here sees individuals as interdependent nodes of the complex networks they form interacting with others, co-creating themselves and the reality in which they participate.
According to Cathy Davidson, attention blindness is the...  Read the article
Author: Harold Jarche Category: Posted: November 05, 2012 1547 views _ Comments
Many organizations are using social media and social networks, but how do they know if they are using them appropriately or adequately? Do they have all the aspects of collaboration and cooperation supported in order to succeed as a social business? I started looking at how we can begin to make sense of enterprise social networks from an organizational performance perspective and found a few good sources and have woven these together for what I hope is a useful performance support tool, or at least a conversation starter.
Ian McCarthy’s honeycomb of social media was an initial inspiration, showing how one could quickly and graphically portray differences between social media platforms. The Altimeter Group’s recent report on making the business case for enterprise social networks provided more detail on what happens...
Read the article
Author: Jacob Morgan Category: Posted: November 05, 2012 677 views _ Comments
I’m not quite sure when this happened but at some point we began relying more on technology to make decisions for us and less on people.  How many times have we been faced with a situation were a customer service representative tells us, “I’m sorry the system won’t let us do that.”  Oftentimes there is a logical reason for why you need something done or changed and the system just doesn’t allow that to happen so you end up trying to find a workaround which ends up causing more problems in the end.  Most of us experience this daily in one way or another; whether we are dealing with flight upgrades, purchasing a product at a store, or going to the gym.  Technology ultimately drives virtually everything we do.
We rely on technology to tell us how to deal with and how to interact with people which can become a problem. What’s a bigger problem is the fact that people are designing these systems to make sure that the technology keeps us from coloring outside of the lines.
Eventually this will lead to the death of human decision making altogether.  Technology exists to help support human decision making, to provide alternative options, to help analyze decisions, and to help guide the decision making process; not to take it over entirely.  It’s actually a bit scary because if we continue to go down this path it’s hard to not imagine a future where we ultimately just act out the behaviors or actions that technology tells us to.  In other words technology ...  Read the article
Author: Brian Vellmure Category: Posted: November 04, 2012 3397 views _ Comments
This post is on behalf of the CIO Collaboration Network and Avaya
As the world races to connect, share, interact, and learn, new pathways are opening up for value to be created along the way. Parallel to these connections happening, the lines between information, people, and things are blurring. I am increasingly hearing real world stories about man-machine, and machine-machine interactions happening on social networks. Machines are communicating with us, and vice versa.
In addition to machines, sensors are being embedded in animals and humans for monitoring and tracking. They provide valuable feedback and analysis on health conditions and location. From this, senior military officials, cattle ranchers, and research scientists can better understand the condition of those in their care. If you couple these trends with the rapid decline of the physical size of a micro-processor, and forecast where that will be in just a few years, we’ll essentially be able to embed processors just about anywhere.
Google glass likely becomes a midway or introductory step towards the rapid growth of more tightly coupled human and ...  Read the article
Author: Thierry de Baillon Category: Posted: November 02, 2012 3233 views _ Comments

Reconciling Organizational Improvement and Reinvention Through Social Business Design

This post is the second of a two-parts article on innovation and social business co-written with Ralph-Christian Ohr (@ralph_ohr).

A striking change of focus in the social business arena occurred during the last five years. Despite the fact that Andrew McAfee’s original definition specified its scope as «within companies, or between companies and their partners or customers», infant Enterprise 2.0 was mainly concerned by internal collaboration. The teaser from one of the major events of this early period, the Boston 2007 Enterprise 2.0 Conference, talked about “(…) the technologies and business practices that liberate the workforce from the constraints of legacy communication and productivity tools like email“.

This somehow navel-gazing vision of firms, obsessed by internal processes and employees’ performance, has shifted toward a customer-centric attitude. Apart from acknowledging that organizations more and more see the benefits, if not the imperative, to operate as connected ecosystems, including partners, suppliers, customers, and even competitors, in their value creation mechanisms, this profound change mirrors the evolution of our understanding of the way business is done in our hyper-connected era. Yet, putting such a strong emphasis on customers, on their needs and expectations, is at risk of obscuring the role played by...

Read the article