Showing posts with label social business. Show all posts
Showing posts with label social business. Show all posts

Framework of the Social Enterprise & the Future of Work #e20s

The Enterprise 2.0 is slowly coming to an end. We're at the final keynote round about 'Framework of the Social Enterprise & the Future of Work'.

First up Marie Taillard. Marie challenges us to look beyond the enterprise to the ecosystem. Where is the value in the ecosystem? Where is your customer at? Are we - at the summit - focusing enough on the customer? Internal and external can and should help each other.

Then Peter Vander Auwera about 'Corporate Rebels United, the start of a corporate spring?'. Our orgs no longer serve our needs. They cannot keep pace with the current world. Corporate rebels wants to address this. They love the organizations they work for and address the issues in the organization from a deep personal conviction.
21st century practices of new orgs according to corporate rebels:
  • organizational structure
  • leadingship
  • strategic options portfolio
  • decision making
  • lean execution
  • system innovation
  • self-expression
And Dion Hinchclliffe has the honor to close the conference. His talk is about 'Frameworks for Next-Gen Organizational Structure'.

Dion points to the large study done by McKinsey for proof that enterprise 2.0/social business is real. But most organizations (96%) are doing internal and external social business efforts distinct from each other. This is strange between internal and external are so connected.

Dion warns us to be careful with blueprints. People and organizations are unique, the way social business will work for them will be different as well.

Your social business team will never be big enough. Organize internal and external transformation, like advocate program. Because the network will always be bigger.

Dion shares his framework for social business, the importance of community management (relating to Rachel Happe's model), and (technical) standards. (I'll insert links later.)

There's a broad pattern in frameworks for next-gen orgs emerging:
  • decentralization
  • user-control
  • need to cope with constant change
  • adaptive processes
  • local autonomy
And that wraps up another great Enterprise 2.0 Summit! I'll write an overview blogpost in a couple of days, sharing my highlights and insights from the conference. Now, off to drinks! :-)

LEGO SERIOUS PLAY on Building the Lessons-Learned Landscape #e20s

Enjoyed participating in the Lego serious play session. Some pics...
The Lego pieces we got to use
Working hard on the assignment
My tower...
Add caption



Social as Enabler for Corporate Behavior Change #e20s

Now a practice panel about 'Social as Enabler for Corporate Behavior Change'. First up Celine Schillinger who has been addicted to social collaboration by accident.

Celine shares 3 cases in which she has experienced and facilitated change within the company she works for (large pharma company):
  1. It all started with an email from her to the CEO, that received no answer. She forwarded it to a small group of friend-colleagues and it became viral. This multi-disciplinary/multi-divisional group of employees decided to meet over lunch and try to address this in a good way. They continued to meet in real-life and support the community with Yammer (called WoMen - capitals are deliberate). They created 62 crowdsources solutions (related to gender-balance. Then the CEO said: Let's meet over lunch. The CEO proposed to do a workshop with the whole leadership team about this topic. From then on this topic was on the agenda and is 'implemented' in the performance metrics. After this success, Celine wondered if this could be applied to other topics as well.
  2. So, she proposed to create and take on a whole called 'Strategic stakeholder engagement' and focus this on the work that the company is doing around Dengue fever. This was a first cross-functional, cross-divisional role. So, she has stakeholder in several divisions/departments, which some find difficult in the company. For this she used SharePoint. She created a collaborative newsletter to help people work out loud. Slowly but steadily colleagues are sharing more about there work. It started with 10 articles on average, now she's at 24 per weekly edition.
  3. The 3rd example focuses on the external stakeholders. She listened to the external conversations about the Dengue fever using social network analysis (mostly Twitter). They found the convo's were very scattered. People didn't know where to go and who to speak to. They found people were expecting to be able to find more information about this disease. They thought they could help here. They decided to create the conditions(!) to create a community. They were part of the convo, not shape the convo. So this community is run by an alliance of partners (even with competitors!). It's issue-centric, not product-centric. They use a Facebook page to support this. 160.000 followers in 6 months...
Celine also shared some of her learnings (in short):
  1. identify a common purpose
  2. connect with the people
  3. connect people
Celine finally shares her culture change framework consisting of the following, called the VOICES framework:
  • Vision - develop & explain the vision
  • Openness - encourage external connections
  • Information - inform and educate about social
  • Culture - impact on leadership culture
  • Enterprise 2.0 - develop collaboration networks
  • Success metrics - monitor defined kpi's
Next speaker is Remo Ponti. Remo started his talk by sharing all kinds of research facts about enterprise 2.0 and social (mis-/non-/)use. Like: knowledge is power, HR sees employees as slave, struggle between communications and IT, etc.

To improve the way they work and the systems they work with they asked the users to come with ideas for improvement. What are they doing now?
  • communicate complex things and management vision via video (videoblogging, webinars with microblogging)
  • communication is becoming more personal (microblogging)
  • use virtual worlds to teach employees complex thing
  • make it easier to find out who does what, what department does what by creating a dynamic org chart. You can click in the org chart on text describing what the department does in an informal way
  • saved 1,5 million euro for IT department saving (crowdsourced)
  • 3000 ideas to hack the back office
  • they integrated instant messaging and collaboration in their traditional intranet

Defining the Leadership Model and Design of the 21st Century Organisation #e20s

First up, Lee Bryant about leading 21st century firms. This talks is part of an expert panel about Defining the leadership model and design of the 21st century organization. Here are my notes.

So, what comes first social tech or new organizational structures, Lee asks.

Step 1 is deal with your org chart, your organizational structure. The culture of work is changing. We are talking about human resources instead of resourceful humans. Productivity has gone quantum. 12 people is the new army.

Hierarchy is one dimension of the organization. It exists and will continue to exist, but it is very expensive to get things done. We will move to small, coordinate agile teams. The general manager that has no specific skills is not something of the future and are generic best-practices.
Communities and networks are the new structure (or actually the old structure of the org). Podular working (Dave Gray) needs an underpinning service platform.
There are companies doing this, like Kyocera (amoeba management), Morningstar (self-management), and Valve (no management, you're desk is on wheels). Valve has a great handbook for new employees.
Now we're talking about Holocracy (which builds on sociocracy - Gerard Endenburg), which relates to the same.

Dunbar number is the ideal number for the size of a division. That's a 12 teams of 12.

A good question to ask is: how would we do this if we were a startup?

Common features of new organizational thinking:

  • small teams
  • networked operations
  • not over-optimized
  • emphasis on autonomy
  • emphasis on agility

Leadership is needed more than ever.

Next up, Bernard Marie Chiquet about 'Holacracy, A social technology for purposeful organizations'.
Key elements:

  • constitional power - rule of law and property rights, no more rulers
  • purpose - purpose driven organization
  • organizational structure - organizing the work, not the people
  • dynamic steering - includes a governance process, operations, etc.
Some recent links I collected about 'holocracy'.

Digital Workplace Concepts and Trends #e20s #intra14

Jane McConnell shares the results of her yearly - and great! - Digital Workplace survey. This is part of the expertise panel about digital workplace concepts and trends.

Jane defines the digital workplace as the intersection of people, tools and organization.

The two main drivers for the digital workplace are:
  • increasing organizational intelligence;
  • gaining efficiency & cost savings
Key to transformation Jane found in her latest research is that the top management and operational management are twice as involved in strategic decision-making with respect to the digital workplace.

Much more was shared in her slides. Too much, too fast to keep up. I focused on studying her slides instead of blogging... Sorry.

Next up Michel Ezran about the research Lecko does on the adoption of enterprise social networks. They try to measure the level of engagement in 15 organizations.

Some findings:
  • a few transversal communities generate most of the ESN value
  • deploying and using a tool does not guarantee cultural and behavioral shift
  • but it's an enabler: culture change occurs through action
  • most communities don't take off
  • but engagement is increasing, 18% per year
The research shows the investment in saas e2.0 platforms almost doubled. 

Social business adoption best practices #e20s #socbiz

Back after a nice French lunch, Claire Flanagan and Rachel Happe talk about adoption/change and community management.

Claire simply had too much slides and information to give you a good summary. Which is great (to be clear)! I'll share a couple of notes from the talk below.

A nice overview of research Jive did on the value companies are getting was shared by Claire (and is inserted in this blogpost).

Business value of internal social was only realized when organizations did the following:

  • senior leaders role-modelling
  • integrate social into day-to-day activities
  • removal of other tools

So, how to change your organization and get them ready for internal social? Claire shares the following steps:

  • process (define what the new way of working looks like, definitely for executives - use cases, which is not persona-focused, focus on processes)
  • incentives (reward open leadership, bonus tied to 'open' objectives)
  • comms/marketing (executive 'launch' message, success stories)
  • training/support (executive training, reverse mentoring)
  • role models (recruit execs as 'advocates', use 'external' benchmarks)
Next up, Rachel Happe about driving engagement in (online) communities. Community management is the new management, according to Rachel.
Rachel starts by relating to the different communities out there: drama central, ghost town, a clique, etc.

Recommendations for engagement:
  1. define the engagement you need
  2. build effective engagement recipes
  3. community management (I think...)
So, what is engagement? Valuable engagement advances something, like ideas, relationships, solutions, trust & reputation, and expertise or skill.

Engagement can look very different depending on the goal you have. It also depends are where you are in the relationship with the people you engage with. When you first run into someone, you engage differently than when it's your family.

I liked how Rachel recommended us to use different audiences and platforms to build community and engage with them. Different phases in work ask for different audiences and tools/platforms.

Key Factors for Strategic Enablement #e20s #socbiz

A panel discussion about 'Key factors for strategic enablement' is kicked off by Emanuele Quintarelli. He shares his research on the state of affairs of Enterprise 2.0 projects in Italy. Not a pretty sight: no goals, leaders don't understand, no metrics, but also... social business is here already. Companies are just doing it.

So, how do we move forward? Some remarks by the panel:

  • Luis Suarez says we are confronted today with the fact we should manage for the longhaul. Employee disengagement is the big issue we should address. Management is the barrier, so we should address that.
  • David Terrar says we should bring internal social back to hard business facts
  • Chee Chin Lie: talk less about strategy, but do it. It talks time. BASF is only two year into internal social and he sees lots more potential for his company (and other companies). At BASF recognizes this takes time, but they found it of strategic important.

Social as Enabler for Strategic Business Excellence #e20s #socbiz

The first practice panel about 'Social as Enabler for Strategic Business Excellence' by Joachim Heinz and Martial Tardy.
First Tardy of Solvay about the Solvay and Rhodia merger facilitated by means of an Enterprise Social Network. Learnings:
  • don't fear misconduct, fear a ghost town
  • reverse the communication streams
  • get in gear with a new editorial tempo
  • get on top of social technologies
Next Heinz about Bosch's social business initiatives. Bosch has 300.000 employees. Why social business at Bosch? Because of the network society and to tap into the potential of the huge number of employees. They want to develop to an agile, open and transparent business system in a highly connected environment. Steps they distinguish are ( top-down approach):
  1. guidelines and principle (e.g. only 20% closed communities, open/transparent by default)
  2. technology and processes (developed an entirely new onboarding wizard developed jointly by Bosch and IBM - helps newcomers understand why, their platform is IBM Connections; built small use cases for daily work... also relating to core business processes)
  3. leadership and enabling (reverse mentoring, community manager development program; they developed a kpi model for social business. The idea is: capability lead to a result, results depend on maturity)
  4. organization (from hierarchy to network)
Very interesting talks. If you're not hear, I recommend you to check the slidedecks!

Heading from Engagement to Passion in Future Work Performance #e20s #socbiz

I'll liveblog large parts of the Enterprise 2.0 Summit. I'll try to publish my notes as soon as the talk is over.

First talks at the Enterprise 2.0 Summit are by Jon Mell and Dan Pontefract about 'Heading from Engagement to Passion in Future Work Performance'.

Flat army
First, Dan Pontefract about 'Flat army'. Pontefract starts with some stories about his experience in corporate life. Why do organizations feel like jails? Research (Gallup a.o.) shows employee engagement is horrible in most large organizations? In the US research shows this leads to huge losses in productivity. Disengagement is a huge issue in organizations.
How do we avoid disengagement in organizations? Most people want to find purpose at work. At Telus, the company Dan works for with 40.000 employees, they use several different models to encourage engagement in leadership, collaborative tools, etc.
Telus had engagement issues. Half of the employees were not engagement. They decided to address this in 3 areas: learning, leadership and collaborative technology. They integrated it into the way they work and evaluate it. Engagement scores improved year over year.
Dan shares some of the things they did with collaborative tools: share insights and thought leadership via Telus, gamification to help build better teams and wiki's for learning.

Wondering about the flat army
After Dan's talk I'm left wondering how much country culture and the size of the organization influences employee (dis)engagement. I worked for a large corporate for 10 years. I did see disengagement, but I never felt disengaged. So, is disengagement also a personal trait, something you personally decide to be or not to be?

Smarter Workforce
Then, Jon Mell about 'Smarter Workforce'. His talk with focus on the HR function. IBM does yearly studies on this. An interesting quote from the last study is: "Companies will evolve through globalization ant IT adoption, but always - at the center - are people. People are the foundation." (IBM Survey) HR is evolving into something strategic, less administration, more human capital management.
Key trends in the 'world of work':
  1. the rise or social in the workplace
  2. the rise of big data and analytics
  3. the rise of cloud and mobile technology
  4. the rise of the independent worker
New HR think:
  • people leave that I would rather stay
  • people stay that I would rather leave
  • people come to work to work and don't give their best
  • etc.
Jon is focusing on replacing guesswork in talent management in social with precision. Really trying to measure what social does for the company (from a HR perspective). E.g. increasing quality of hire with simulations and by have potentials join a community before they join the company.

Wondering about the Smarter Workforce
I really like the fact that IBM is looking at the data and metrics behind social in HR processes. Much more of this should be done. On the other hand, a balance has to be struck so we don't fall back into the pitfall of trying to measure everything. Wondering what the right balance is. Any thoughts?

Reasons to go to the Enterprise 2.0 Summit #e20s

Are you planning to go to the Enterprise 2.0 Summit? I hope so. It would be great to meet you there. To me the Enterprise 2.0 Summit is the conference about enterprise 2.0 and social business in Europe. It’s the place to be to learn from experts in the field, ask your questions and share your insights. So, I feel honored to be one of the summit's ambassadors this year!

I couldn’t make it last year. But I did go to the editions before that. I really enjoyed it. The conference is well-organized, it has great speakers en lots of talks tapping into the practical experience of the speakers. (Here's a blogpost from the conference organizer about the summit.)

This year will be extra interesting. Many organizations are just jumping on the social business bandwagon. So it will be interesting to hear from them why they are and how they plan to do it. Furthermore, there are many companies and consultants that have ‘been through it all’. Some are disappointed. Enterprise 2.0 and social business started with high expectations. It would change business and, hey, while were at it, let’s change the world too, OK? Last year, and I’m sure this year as well, it’s back to reality. What really works? And why is this field so hard? What has been tried, but doesn’t work? And what does work? I’m sure we’re going to here a lot of answers to these questions. And the good thing is: the answers from the experts and beginners in the field are just as valuable. That’s one great thing I like about this conference. Everybody is there to learn. Sharing is important, but truly listening and learning from each other is so as well. The Enterprise 2.0 Summit is really a learning platform. So, if you want to share and learn, I strongly recommend to attend this conference, for the first time or the 4th.

And if you need another reason to go? Well, the conference is held in Paris. Need I say more? Hope to see you there!

Talks about gamification, money and the future of work #socialnow


This is my final post about the SocialNow conference 2013. In this post I’d like to share some highlights from four talks. Two were about gamification, one was about money and one about the future of work.

Gamification
The presentations about gamification by Andrzej Marczewski (of Cap Gemini) and Paulo de Carvalho (of Vodafone) were very interesting. I really enjoyed how these presentations were placed back-to-back. Andrzey gave a general but very good introduction to gamification. He talked about the what, why and how. I really enjoyed how he also talked about cheating and gamification.
Paulo talked about his experiences with gamification inside Vodafone. He gave a detailled overview of how they applied gamification to certain business processes and how they deeply thought about the right metrics and incentives for the game to be useful.

Costs
Ana Neves gave a short presentation about the cost of social tools in the enterprise. Don't focus on the license fees only. The Total Cost of Ownership for Social tools is just as important as for other tools. Even een free internal tool is never really free. And make sure you pay attention to adoption costs as well. I liked how Ana also addressed the cost of not implementing social tools inside your organization.

Future of work
Stowe Boyd gave the closing keynote at the conference about the future of work in a social world. He made some really interesting remarks about the shift from collaboration to cooperation. I was planning on sharing my notes about this talk, but just saw Ana Silva has a good blogpost summarizing Stowe's talk. So, please go ahead and read her post!

Concluding
The SocialNow conference was very interesting. I thought is was even better than last year. This was due to a great panel (Ana Silva, Phil Hill and Pedro Custodio). They did a great job asking questions to the vendors and opening up the discussion with the rest of the participants. The participants had great questions as well. It was a true learning experience for this reason. There were deep and fundamental discussions about all aspects of internal social design, features, implementation, adoption, etc. Great stuff!
Furthermore I see some disappointment in the field. People have been at the break of the Enterprise 2.0 field are evaluating the past year's and wondering what the future of the enterprise 2.0 and social business market and practice will look like.
Most organizations doing internal social hardly every have one platform with all the functionality. Because the SocialNow conference is built around vendor presentations, I'm wondering how we can bring this fragmented (and more realistic?) world in the conference. Could it be that some vendors should team up and do a presentation together?
And once again we see innovation happens on the edges. Some vendors 'simply' copy the good social tools on the internet and make internal versions of them. But there are also vendors that think differently and challenge the status quo of tools and... business.

I really enjoyed SocialNow and hope to meet you there next year!

Enterprise 2.0 tool vendors at SocialNow #socialnow

Now for some highlights from the vendor presentations in my second post about the SocialNow conference. 

Foulders has not been launched yet, but presented their concept and tool at the conference. They want to start where the users are: their email inbox. And most people have multiple inboxes. So they provide a super dashboard over all your inboxes and help you organize the tasks that come out of your email. They use language technology to help the user quickly and efficiently organize emails in tasks and folders.

Podio was at the conference for the second year. I didn’t hear anything new with respect to the product. There will be a big update to the product in the very near future. Podio is still an impressive product that wants to help us overcome email and make spreadsheets better. Spreadsheets can easily be turned into open and smart Podio apps to improve collaboration and communication around them.

Another new tool to SocialNow is Wordpress with the P2 extension. Wordpress isn’t a new tool, of course. It’s an impressive and widely used platform. The P2 extension makes it very easy for organizations to set up an internal social networking, microblogging and document sharing platform. I really like Wordpress with P2, but I’m biased, because we have developed intranets based on Wordpress and P2.

Xwiki was at SocialNow for the second time. Xwiki is also, like Wordpress, an open-source platform. I saw some new things in Xwiki that I hadn’t seen before. One, you can drag-and-drop documents to wiki and it has a document viewer so you can view the document without having to open it, this also works for video.
Secondly, they add ‘track changes’ and commenting features to wiki’s. So it shows edits and comments in the way you see them in MS Word for instance. As an owner of the page you can accept and reject changes.

Evernote for Business presented their concept. If you know Evernote, you know Evernote for business. The pricing is pretty steep: 10 euro per user per month. They focus on small and medium-sized businesses. I like they way they clearly said who the product if for and who it isn’t for and what kind of things work in Evernote and don’t. For instance, for task management they pointed to other kinds of tools.

Sharepoint revisited SocialNow, but with a different approach. Last year, Microsoft had just acquired Yammer, but it was unclear what this would mean for the Sharepoint platform. Now it (slowly) is becoming clear. This year’s presentation was ‘only’ about Yammer and hardly talked about Sharepoint. Newsgator was not mentioned at all. It was said that Yammer will be the social layer for Sharepoint. And they are working on integrating Yammer with Sharepoint Online and Office365.

Spreadd was at SocialNow and clearly improved it’s user interface. I like the bold way they address modern knowledge worker issues. Do users really search for stuff or would they like to get things pushed to them, do users really maintain their profile or should it be done automatically? Spreadd integrates all the services employees use and publishes the information that changes to an activity stream (taking the security controls into account). Spreadd has not officially launched but is being tested by a large organization.

Zyncro is an interesting internal social networking platform with all the features you would an internal social platform has. I didn’t see any new features compared to last year. But the language detection and translation functionality is impressive and smart. I’m going to look into Zyncro more deeply in the near future.

Yoolink was a new vendor at SocialNow. They are a French internal social network vendor. They also have a mobile version and support SSO. Interestingly they also provide a collaborative whiteboard, so employees can share drawings and make them together.

The vendor presentations are the core of SocialNow. All-in-all I think the state of internal social technology is impressive. I like the way some are really trying to innovate on the edges while others try to provide Facebook- and Twitter-like functionality inside the organization. I do wonder though how some position themselves with respect to other vendors. For instance, Yoolink and Zyncro are interesting platforms, but how do they compare from Jive and Sharepoint/Yammer? Is it price, company size, features? Zyncro for one acknowledge they currently are fit for mid-sized and smaller companies. And Yoolink says they do not (want to) compete with Jive. 

One thing that continues to surprise me in vendor presentations is how many struggle to really relate to the situation of the customer. In this case Cablinc. Many mention the situation of Cablinc in the first part of the presentation and slide to a regular presentation marketing the product and features. And furthermore, the vendors hardly tell Cablinc what value they will be getting from using the platform. I know the presentations have to be short, but still.

Notes and learnings from the SocialNow conference 2013 #socialnow

The 2nd edition of the SocialNow conference was held in the beautiful city of Lisbon. As you may remember SocialNow is a unique conference. The conference is organized by Ana Neves of KnowMan. The conference is about helping organizations compare and choose internal social tools. Several Enterprise 2.0 tool vendors have to present their tool relating to the situation of a fictitious company and its issues with collaborative project work and topic-based knowledge sharing. The program is complemented with keynotes from leading experts in the field. I really enjoyed this edition of SocialNow and thought it was even better than last year. I’ll share my notes and learnings from the conference in several posts. This is post nr 1. BTW: You can find a Storify by Paul Corney of day 1 and day 2 here.

Challenges
Emanuele Quintarelli kicked off the conference with a talk about the challenges of the social enterprise. As with many experts in the fields his talk was not "happy clappy". Internal social media and enterprise 2.0 has been around for some time now and the results are not all that positive. Even though several extensive reports by for instance McKinsey and Gartner show internal social can offer considerable affordances for organizations, Emanuele wonders what this really means for organizations trying to move forward with internal social. Do these studies really help them make their first or next steps?

Emanuele shares some facts and figures of what is really happening in organizations. Like:
  • 28% of the knowledge workers actually use collaborative tools monthly.
  • Gen x is the largest group of users not Gen Y.
  • 64% of the organizations are not measuring anything w.r.t. internal social.
So, it looks more like a ghost city than a lively community. 50% of the social initiatives fail… By why do they fail?

Emanuele goes on to list several reasons why Enterprise 2.0 implementations fail. Primary reason is lack of purpose and support of the implementation with community management. Another reason is a lack of focus on people and the way they work. Emanuele stresses we should also pay attention to the negative things humans do like hoarding knowledge.

OK, but how should we start or proceed? (I bundled some of the points Emanuele listed separately.)
  • Focus on people and communities. Connect to communities as living organisms. Community management is very important. It’s like an iceberg: not much is visible, lots is behind the scenes. It’s building relationships, back-channeling, planning, etc. Co-design is the single most critical factor to success. And respect fear people (can) have. “Change is not death, fear of change is death.”
  • Focus on change (management), helping people to work better. ‘Technology changes, humans don’t’. But is this is really true? Adoption is not the end goal, but important. Success is about the majority, not the early adopters.
  • Start from the business. Embed social in the flow. How do the social enterprise initiatives relate to business? Define goals.
  • Try, fail, evolve. Work in pilots!
  • The social enterprise is more about meaning than money. Think about how you reward employee for participating.
One last thing, says Emanuele: be human and have fun!

Email integrated with Social Software

James Dellow has a nice post researching the history of email and why email is so successful. More importantly he wonders what this means for social tools and their success. He concludes his post with the following:
Enterprise social software can also learn some important lessons from email:
  • We need interoperability between enterprise social systems.
  • Users prefer standardised interfaces.
  • It needs to be cost effective to own and operate.
Far from being a nemesis, email and enterprise social software are more likely to form a strong symbiotic relationship.
I've been thinkings and blogging about this topic quite a bit as well. I did research and product concept development on document management tools in the past. One of the things we said back then is: integrate document management into email. I think this principle still applies. I also think the killer social tools will be deeply integrated into/with email. For that reason I think Google+ has a good chance of winning the social game. People want one spot to do a lot of different things. They live in their inbox. To me the holy grail is to have a platform from which you can easily share content to email, to social nets, etc. Don't worry this will lead to less email, not more.

My Sharepoint Conference Notes #congressp

SharePoint is used by many companies. Lots of them are struggling to use it strategically. How can SharePoint become essential for our organization? How can organizations drive SharePoint adoption? These are questions I hear a lot from customers.

There are many SharePoint conferences out there. Do we really need another one? My colleagues and I at Entopic found many conferences address SharePoint from a technology and developer perspective. Which is great. There is clearly a market for this. However, we wondered if there are also conferences that address the business- and user-side of SharePoint. We found only a couple world-wide. For this reason we thought it would be good to organize a SharePoint conference with a business focus. And apparently more people were looking for something like this. There were 300+ attendees.

Symon Garfield kicked off the conference with a keynote about how to implement SharePoint successfully. Symon discussed several reasons why implementations fail. Like policitcs, not understanding SharePoint, no feeling for information and knowledge management, no senior management support, etc.
Symon proposed a four step approach to a successful implementation: governance (beware of the tech-focus!), strategy and business case (connect Sharepoint to business processes!), business architecture (know the internal workings of the platform) and transition (make sure you have an adoption plan!).

This last steps leads us directly to the second keynote of the conference by Sam Marshall. Sam's keynote went deeply into SharePoint adoption. He started out by asking the audience who's Sharepoint implementation has a larger 'human' than IT budget. Hardly anybody raised their hand... Sam shared the MARS model with us and discussed it in detail. The model has 4 steps:
  1. Mandated
  2. Accepted
  3. Rewarding
  4. Stimulating
Sam showed how these steps could work when organizations would like to have employees fill in their profile.
I enjoyed Sam's talk. I liked the way he drilled deeply into adoption, clearly showing us all that adoption is not easy and should not be an afterthought.

There were two rounds of breakouts. The breakouts were about Sharepoint for websites, intranet, internal social networking, Sharepoint 2013, etc.
I went to two interesting breakouts. One was lead by Jan van Veen and was about how he positioned their local intranet in a world-wide SharePoint intranet. The other was by Ellen van Aken and she showed how SharePoint can drive business value by supporting business processes.

All conference slides can be found here.

Responsible business before shareholder value

One of the podcasts I listen to regularly is HBR Ideacast. Recently Paul Polman, Unilever's CEO, was interviewed. I thought the interview was great and inspiration. You can find the podcast and transcript here.

There's lots of talk about social business lately. What does it mean? How can it be done? And how does it relate to new social tools? I like the way some are stressing social business as human business. Businesses consist of humans and should do what is good for humans inside and outside of the company.

The interview with Polman give a short insight into what a human business could or should be. A human business is a responsible business. It takes it's responsibility for the world, environment and humans in general. This has to do with how they produce products and services, the packaging they choose, the way they take care of employees and partners, etc. Polman went even further by stating that responsibility and sustainability comes before money and shareholder value. Money and value will come if a company takes up his responsibility and is sustainable.

Based on the interviewers questions it was clear he could hardly believe the ceo really meant what he was saying. It's basically a good story, good marketing to say Unilever focuses on being a responsible company. The interviewer is not alone. We've become used to nice polished stories with no practical follow-up. We've become so focused on money and shareholder value that all else has become secondary. The way Polman answers the interviewer's (and my) unbelief with concrete answers and specific examples is great and inspirational. I hope many companies will follow his example.

Relating Enterprise 1.0 to 2.0 systems

It still excites me every time when my RSS reader and tweets point me to interesting content I wouldn't have found by myself. It is true: Interesting information finds me.
James Dellow pointed to Cecil Dijoux's interesting slide deck about 'The nature of software and how it changes the business'.



There's lots of good stuff in the presentation. What particularly struck me was slide 55 and 56. Those two slides are about how Enterprise 1.0 tools, like ERP, CRM and PLM tools, relate to Enterprise 2.0 tools. These slides are important for many IT departments and high-level decision makers to understand Enterprise 2.0 is not an either-or, but and-and game. I find we still have a long way to go here.
Some time ago I wrote about this along two lines: relating business processes to networks, and relating different types of work to tools. It's interesting how email tried to fill up all the gaps between the 1.0 tools. And how much better social tools bridge the gaps between the 1.0 tools, provide context to the structured data and excellerate the processing of the information. I don't see email in Cecil's diagrams, but I think there's a place for that tool in the new world as well. :-)

Thanks for the pointer, James!


Choosing the right social tool - Reflecting on the #SocialNow conference

Many companies are looking into social tools for their internal organization. Lots of others just select what related companies have chosen. Hoping this is the right choice.

As with selecting content management systems, many struggle to select a social platform. There are so many tools out there and they all say they can help you support internal networks. How to choose the right one? Is there a right one? Does the success of a tool elsewhere mean it will also be successful in the company you work for?

The Social Now conference in Porto (June 26-27), organized by Knowman, addressed these questions. And it did so in a unique way. Basically the idea was to have social tool vendors present based on a concrete company case that wanted to move forward in knowledge sharing, idea management and collaborative project work. The vendors were asked to share their approach in 20 minutes and then an expert panel helped the company ask the right questions to the vendors. Many brave vendors presented: Alfresco, Confluence, Microsoft Sharepoint, Oracle, Newsgator, Podio, Teepin, Zyncro, Xwiki, SocialIBIS, Oobian, and Spreadd. 

Also, several expert talks were given:
  • Oscar Berg about how social concepts and tools can improve knowledge work
  • Ana Neves (also conference organizer) gave two talks: one about selecting social tools and the other about adoption techniques
  • Hugo Magalhães helped the audience decide whether to go for Saas or not 
  • Joaquín Peña shared the insights from the Spanish Enterprise 2.0 conference
  • Lee Bryant closed the converence with a talk about the social organization. 
I think the conference was truly unique and successfully helped the audience gain more perspective in the social tool landscape. There was lots of discussion during the conference in which participants shared their situations and tools they are of have tried. Furthermore the vendors were open about what they are good and less good at and also answered the hard questions in one-on-one's.

What struck me during several presentations was the fact that many vendors address the process-side of work and how their social tools relate and connect processes to networks and vice versa. I think this underlines the fact that the social tool market is maturing. And this approach clearly helped the audience with their adoption questions, because most organizations spend lots of improving processes. Social tools are more than fun, they help get daily work done and improve the overall business. 

Another interesting insight is that Oracle (with Webcenter) and Citrix (with Podio) are taking on Google, Microsoft and IBM. Both are extending their current, more traditional offerings with social tools. 

A final insight: innovation happens at the edges. John Hagel and Seely Brown stress this in The Power of Pull. The Social Now conference proved this to be true. The smaller vendors all had much more innovative approaches to the social space. Take Podio with which users can build their own widgets to get the information or application they need to do their work. Or Spreadd that connects all kinds of tools to a public stream trying to automate as much narration as possible. Or Oobian that semantically analyzes content and connections to provide insights over huge amounts of data. And SocialIBIS that converts your stream for text to speech so you can listen to the stream while on the move. Or Zyncro that translates stream updates in the language you understand. Just to list some of the features of these platforms!

I was curious if this new way to set up a conference would work. I think it did. Most conference are focused on business or IT. This conference took a more integral approach. The conference was well-structured, an impressive list of vendors presented, there was lots of discussion going on during, before and after the program. I really enjoyed it.

What do you think of the concept of this conference? How could this conference be even better?
And are you in the process of selecting a social tool? What’s your approach? 

All the tweets and other posts about the conference can be found here.

Disclaimer: I was master of ceremony of the conference, but did not organize the it.

Reasons to go to the Social Now conference #socialnow

Many organizations have a hard time with selecting the right technology for their business. There is a huge need for expert support here. The company I work for helps select Content Management Systems for instance. Decision makers wonder what to choose. "Should I focus on a platform that is good at content management? Or should I focus on social first? What is the right approach?" Not many people are experts in this field. Not many people have to select new technology very often. Organizations do this every 3-5 years. So when they do, they get nervous and find it hard to oversee the field they’re looking at and the decision they’re making. They don’t want to invest in technology that will become irrelevant in just one or two years. They want to make a sustainable choice.


Interestingly, there is now a conference that helps decision makers (and their helpers) do just that. There are basically two kinds of conferences: one focuses on business (users, adoption, business case, etc), the other on technology (design, functionality, development, etc). The Social Now conference aims to bridge this gap. It wants to help decision makers from all parts of the organization to find the right solution for their problem. This is done in a unique way. Social Now takes its starting point in practice. Real-life cases will be presented. The case describes situations and problems that could be improved with social technology. After the case has been presented several social technology suppliers are asked to pitch their solutions. Subsequently a panel of social business experts will help the decision makers ask the important questions to the suppliers. Of course, all conference attendees may join this discussion and ask questions. 

More good reasons to come? Well, Social Now also has a great list of interesting keynote speakers, like Oscar Berg and Lee Bryant. And the conference is in Porto, need I say more.

Why am I blogging about this conference? Because I think the organize are onto something here. This conference concept is truly unique. Many companies are struggling in this area. Furthermore, I’m honored to say I will be the master of ceremony of the conference. :-)

Will you be going the Social Now conference? I hope so! It will be great to meet you there. I’d love to hear why you are going and what you think of the conference concept. Please leave comment.
And if you’re not going, I’d love to hear why as well. And if you’re not sure yet, please let me know. I can offer you a special price. Hopefully that will motivate you to come! ;-)

Building Your Social Intranet - Step 4 Choose your platform(s)

The last couple of weeks I've been blogging about my experiences with social intranet. I started out by defining 'social intranet', then moved on to the first three steps towards a social intranet: listen, define goal(s), and choose a roll-out strategy. It's great to see the posts are being shared and appreciated!

Step 4 is about choosing a platform for your social intranet. I'm not going to give lengthy advise about how to do this. I hope to do that in a separate post. My short advice is to choose a platform that is truly social. People and their networks should be at the core of the tool. This is more than having profile functionality. And it's also more than being able to share and publish content.

You can also choose platforms, plural. Based on my experience most organizations don't have one platform, but several platforms. And isn't this often the easiest way forward? Why try to push everything into one platform, if it just doesn't fit the tool or work for users? In the past IT taught us one platform is better. It's better from a financial and maintenance perspective. This is understandable. Practice shows this principle is less true nowadays. Social tools are (often) dead-cheap and are (often) not hosted by IT, leading to lower maintenance costs. Furthermore people are used to switching between many applications to get things down outside work (e.g. Gmail, Skype, Facebook, Twitter). Doesn't this also fit with they way they get things done inside the organization?

How did you or your company choose a platform for social intranet? Is it or is it not a truly social platform?