Published on May 3, 2009
Enterprise2.0 - The Age of Social Productivity
“Architecture of participation” …encourage users to actively contribute content, to share information, to collaborate and to add value... Being participation centered, Web2.0 applications are often referred to as Social Software or Social Media. (Dion Hinchcliff)
Social Media Tools
Dell Is Collaborating With Its Customers
Starbucks Do So Too
Web/Enterprise2.0 Can Bring Real Change To The Organization
Corporate Social Networking
Wiki Based Portal
Knowledge Management • Connect the scattered corporate knowledge sources • Enable cross-corporate flow of knowledge • Grasp on unstructured information • Catch up with current trends • Connect employees with shared fields of interest
Search Search within the corporate social layer delivers better results.
Internal Communication • Turning the Corporate portal more relevant for employees. • Keep employees aligned around corporate messages • Giving employees the means to stand out • Increasing employee engagement • Create a sense of community
Innovation • Giving each employee the means for innovation • Encouraging communal creativity
HR • Retain high performing employees • Recruit excellent employees
P&G improved R&D productivity “…the CEO declared that by the end of 2010, 50% of the R&D efforts would be successful thus increasing productivity by 30%. In order to pull this off, the CEO turned outside the organization for help. That is to say, he turned to Web 2.0 tools for help and gain access to the millions of potential contributors. …The result? More than 35% of the ideas now come from outside the R&D department and productivity has soared 60%. Almost 80% of the product launches are successful as compared to 30% for the industry.” (Dr. Todd Stephens, Social Software expert, AT&T)
Salesforce.com develop new feature with customers In 2006, the company hit on a solution: IdeaExchange, a groundswell application that enables customers not only to suggest feature ideas but to vote on them, with the most popular ideas eventually floating to the top of the list, while the less popular ones drift away. The application has been a huge success. Thanks to it, Salesforce.com was able to ship four new releases in 2007, in contrast to only two the year before. And recent releases now contain three times as many new features as in previous years. (MIT Sloan)
IBM improved customers relations and employee productivity “Social computing has helped IBM become more • approachable to customers, and more innovative. A lot of customers interact with specific Lotus bloggers, asking about features of Lotus products, giving feedback on how to improve and features they would like to see. IBM pays attention to this, and a lot of those suggestions do make it into the products. Social computing also contributes to employee productivity by increasing mutual synergy.” (John Rooney, head of the Technology Innovation Team in IBM)
Productivity driven savings of $194M per year (Arjan Radder, IBM)
IBM Technology Adoption Program
AT&T increased employee‟s engagement “Our collaborative team and intranet environment • expanded to 28,000 sites. The social software emerged as one of the favorite communication mediums where the wiki pages exceeded 2,500 and we had over 200 blogs. All of this was accomplished in just over 6 months while the company went through a major reorganization. (Dr. Todd Stephens, Social Software expert, AT&T)
• Over 13,000 Collaborative Sites growing at 76% • Over 1 Million Documents Housed and Managed • User Awareness of 86% of Total Population • Average 3 Million Page View per Month • Intranet Replacement • Documented Reduction of Staff (Web Developers) • Servers Retired (Cost Transformation) • Speed of Business and Decision Making
BT is prepared for next generation employees “As well as meeting the needs of today‟s workforce, we are mindful of the needs of those entering the workforce over the coming years – so called Generation Y – for whom this technology is second nature and an important part of how they interact and manage their time. The extent to which a company adopts user generated tools is bound to become a barometer of company culture for those looking for suitable employment in the future” (Richard Dennison, Knowledge Management Architect, BT)
• Our experience suggests that it is better to start small with simple and cheap tools with limited functionality. Let users dictate the direction and speed of adoption. Allow users to dictate how they are going to derive value from new tools and don‟t be afraid to shut down applications that are withering on the vine. Let users play with new tools as soon as possible, warts and all. We positioned all our social media tools are „beta‟ applications when they were first released to set the right user expectations. • Engage the policy makers as early as possible. Emphasize that these tools represent an evolution rather than a revolution in the use of the web. After all, it‟s just another form of content management.
A bit about Blink
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