Category: Big Data
Author: Michael Fauscette
Posted: October 31, 2013 743 views
Most companies have a number of enterprise systems, whether that's financial, human resources, payroll, warehouse management, customer service or any number of other transaction based software products. The point of those systems is to provide a way to automate and create repeatable process around the business workflows and execute transactions. For Industrial Age businesses creating predictable and repeatable processes was the key to operational efficiency and operational efficiency was competitive advantage. In the information age operational efficiency is not a key competitive advantage, in fact it is directly tied to rigidity and inability to adapt to change, which are a huge disadvantage in the new global, connected economy. Flexibility, agility and adaptability are the new competitive advantage in a business environment where change and unpredictability are the norm. 

So transaction systems are a holdover from the Industrial Age and do not in themselves provide what a business needs to grow and prosper in this world of business change. Not that they are not still valuable to business, in fact automating and providing the business foundation is still very important. They are the base "operating system" for the business. In the past though, automation accompanied by rigid process, was an integral part of competitive advantage, manifest mostly in increased ... Read the article
Author: Richard Hughes Posted: October 21, 2013 1013 views

Social networks for employees inside an organization are often described as “Facebook for Business”. But this is a lazy, inaccurate term that can do more harm than good. Here are four reasons why you should stop using it.

Four Reasons Facebook For Business

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Author: Mark Fidelman Posted: September 13, 2013 679 views

My congratulations and condolences to the nation’s CIOs for being responsible for data security. There’s now more job security but now there’s less information security too. Because, according to a new survey from uSamp, 41% of workers used an unsanctioned cloud service for document storage in the last 6 months, despite the fact that 87% of these workers knew their company had policies forbidding such practices.

Welcome to the mobile workplace. It’s less secure and loaded with risk.

And, according to the research, the estimated annual cost to remedy the data loss is about $1.8 billion. So what’s a CIO to do? On the one hand, it’s her job to help employees remain productive, but it’s also her job to secure the company’s confidential information.


So I asked 6 IT experts about their take on the matter, here are their suggestions:

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Author: Mark Fidelman Posted: April 26, 2013 1067 views

imageMastering Twitter can be tricky and most organizations are playing defense. They are playing an intense game without rules, where new players can arrive on the scene at any time, and where one mistake can set the organization back for months. But those that have mastered Twitter are creating extraordinary opportunities for their organizations and they include such juggernauts as Walt Disney, ESPN, NBA, MTV and NASA.

These companies and the 25 others listed below understand the power of engagement. In order to find them, Nestivity (Twitter communities) asked InfiniGraph Co-founder Chase McMichael and Dr. Natalie Petouhoff to conduct the research, “The 30 day analysis is based on the InfiniGraph Engagement Analysis Platform, which compared the average number of re tweets (RT) per post from February 2nd to March 5th 2013, using proprietary algorithms for determining Twitter responses, content trend scores and clicks on links and other content,” McMichael told us.

But high engagement isn’t limited to the big companies.

Number 1 on the list @Notebook is owned by Branden Hampton of the Influential Media Group. Hampton serves as a sort of Zen master for brands that want high Twitter engagement. While most companies are struggling to create any sort of meaningful engagement on Twitter, Hampton has Twitter profiles that are outcompeting large brands with millions of customers. “Because we understand how to create engagement in our niche categories, we have a fitness page, that’s more engaged than Nike,” Hampton told me.

For me, in speaking to 10 of the top 25, I’ve concluded that in order to create and maintain high engagement is the ability to emotionally connect with your audience and to convey your industry’s message and not your own...  Read the article
Author: Mark Fidelman Posted: February 03, 2013 1165 views

imageIn an article I wrote last year titled “Why Every Company Needs to be More Like IBM and Less Like Apple”, I compared the cultures of both companies and how over the past 25 years they had flipped: “Today’s Big Blue is the antithesis of Big Brother. It’s ‘Big Open’. A transparent, nimble, collaborative organization known more for listening and engaging customers than for dictating to them. While ironically, some say Apple now resembles Big Brother given their propensity for tight controls.”

That article and the number of follow on pieces written to support and rebuke my argument stirred up a heated debate that continues... Read the article
Author: Alan Hamilton Posted: February 01, 2013 1218 views

The path to becoming a social business, one which has a more engaged workforce, customer-base and supply chain, is one which ultimately leads to greater business success. What components, however, do you need to consider putting in place from a strategic standpoint?

My graphic below attempts to put each of the components I feel any organisation should consider implementing or integrating into their social collaboration environment.


The Path to Social Business
(C) 2013

The blue cans at the bottom of the arrow are the... Read the article

assembly lineI know, we are now in 2013, and announcing anything for a past date falls short from being a prediction. But as we are struggling to help organizations transform to adapt to uncertainty, I often find myself thinking that we already did that and went there before, when considering where social business is heading to. Whether on the technological or on the conceptual side, much buzz is made which takes us back from the future. There are many reasons for that, the simplest one being the necessity to survive in present industrial logic while setting the basis to allow businesses to thrive in a wirearchy. New technologies and emergent behaviors must make their way into our dominant top-down, production-based, model before being able to give birth to a model well-suited to complexity and to a knowledge-based era. Yet, most of the trends which shape the social business landscape seem to pull us back into a “déjà vu” draped in new clothes, like a jay dressed in peacock feather. Predicting sometimes looks like diving deeper into a dull past… This article will deal with the technological aspect of this shilly-shallying, while I will consider the conceptual side in another post.

As I began collecting ideas for this post, Bertrand Duperrin published...

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Author: Jacob Morgan Posted: November 05, 2012 794 views
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

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...

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