Recently in Enterprise 2.0 Category

I believe that governance is at the heart of effective Enterprise 2.0 implementation. While many shy away at the term, mainly because governance is usually focused on risk and limitations, I see it differently. True governance is just as much about ensuring that opportunities are taken as it is as about containing risk. Governance, done well, is an enabler of innovation, providing parameters, guidelines and policies that address risks, and allow the greatest possible scope for experimentation and value creation.

As such most of my client work on Enterprise 2.0 is helping executives to frame governance and develop effective strategies. Advanced Human Technologies doesn't do implementation; we work with partners for the nitty-gritty of larger projects. We believe that the greatest value creation is getting the frame right. Everything else flows from that.

The chapter on governance in my book Implementing Enterprise 2.0 is available for free download from the book website. However I thought it was also worth excerpting the chapter, as below. This section describes a typical Enterprise 2.0 governance process. Of course projects must be always tailored to the situation, addressing issues including organizational culture and existing processes.

SIX STEPS IN A TYPICAL GOVERNANCE PROCESS

1. Nominate a project leader and project sponsor

Creating a governance framework is a significant initiative that requires access to key stakeholders. A senior executive project sponsor should be named who will facilitate access to resources and people where required. The project leader can be either an internal manager with the appropriate skills and understanding of the organization, or an external consultant who has the benefit of independence from organizational politics.

I recently had a chat with R "Ray" Wang of Altimeter Group about what we're up to and our respective business models. Among other things, Ray said that Altimeter wants to work in new spaces that others aren't covering. ERP is boring. But Social CRM, for example, is on the leading edge of where value is being created, but traditional analyst firms are not working.

As a recent entrant to the market (the firm was founded in July 2008 by Charlene Li and now has 7 partners), Altimeter has the flexibility to use different approaches to the existing large firms. In this case, instead of charging in the thousands of dollars for a cutting-edge analyst report, it has launched Social CRM: The New Rules of Relationship Management for free, enabling anyone to embed it on their own site, as I have below.

I recently posted an excerpt from Chapter 17 of Implementing Enterprise 2.0 titled 8 Guiding Principles for Pilot Programs: A Key for Enterprise 2.0.

To follow up, here is an additional excerpt from Chapter 17 on pilots.

CHARACTERISTICS OF GREAT PILOT TEAM MEMBERS

The selection of pilot team members is a major factor not just in the success of the pilots, but also whether useful lessons are learned and the successful migration of the pilots into other parts of the business.

The reality is that there is usually limited choice in selecting pilot team members. However since it is such an important driver of success, it is important to understand the characteristics of great pilot team members, and to apply this to the degree possible in bringing the right people on board.

There are five key aspects to a great pilot team member.

1. Enthusiasm
There is no substitute for enthusiasm in a pilot. As such, in most cases the best pilot team members are those who are clamoring to try something because they think it will make them more effective in their work.

Enthusiastic team members will:
• Want to be involved in the pilot!
• Think there are better ways to do things than current approaches
• Be happy to try new things
• Put up with immature systems
• Put in extra time and energy now for the potential of worthwhile results later
• Actively suggest and try new ideas to make the pilot work better

This morning I did the opening keynote at IBM's Collective Intelligence BusinessSphere conference in Melbourne. It was designed as a brief and punchy opener to provide a big-picture context to what collective intelligence means for organizations and the key success factors.

Below are the slides. As always the slides are intended to provide visual support to my presentation, not to be useful by themselves. However there are a few visuals there that may be of interest even to those who didn't attend.

IBM's annual Lotusphere conference is held each January, bringing together customers of IBM's enterprise collaboration suite. While many associate Lotus with its long-established product Notes, since the launch of Lotus Connections in 2007 Lotus is centered on Web 2.0 tools such as social networks, mash-ups and micro-blogging. After Lotussphere local events are run in countries around the world, usually dubbed Lotusphere Comes To You.

This year IBM Australia is calling its enterprise collaboration conference Collective Intelligence, running this in 9 cities around the country. In Sydney, Melbourne and Canberra they are dividing the program into technology and business streams. I will be doing the opening keynote for the BusinessSphere stream as below in Sydney and Melbourne, though I will be in Asia at the time of the Canberra event next week.

The event is free to attend for "IBM customers and prospects" - you can register at the website. Maybe see you there!

The evolution and future of Social Networking and Web 2.0 technologies

Web and social technologies, having already had a massive social impact, are now being applied extensively in business and government. Many of the most successful organisations globally are implementing social software and web tools to increase productivity, tap expertise, improve staff engagement and streamline processes.

Crowdsourcing in the broadest sense will be one of the fundamental platforms of the emerging network economy. As such it’s pleasing to see that Australia is becoming a hub for a number of the most significant crowdsourcing platforms globally.

I caught up with Alec Lynch of DesignCrowd yesterday for an interesting conversation about the crowdsourcing space and thought it was worth giving a quick pointer to the three main platforms run out of Australia (though all are global in scope).

Freelancer.com, was founded in Sweden as getafreelancer.com in 2004. I first wrote about it in 2005 in an overview of the space. For many years it was the dominant online services exchange in Europe, and one of the top three globally. In May 2009 it was bought by Australian company Ignition Networks, which also acquired the domain Freelancer.com. The company is run by veteran tech entrepreneur Matt Barrie, who most recently founded and ran specialty processor firm Sensory Networks Inc.

In my Implementing Enterprise 2.0 report I put Iterate and Refine at the center of the Enterprise 2.0 Implementation Framework.

One of the most critical elements of this principle is the ability to establish and run effective pilot programs.

Below is an excerpt from Chapter 17 of Implementing Enterprise 2.0 on Pilots, which describes 8 guiding principles for pilot programs.

GUIDING PRINCIPLES FOR PILOTS
While there are no hard and fast rules for establishing successful pilots, eight guiding principles that should be kept in mind are:

“It is reasonably cheap and easy to get a pilot up and running to evaluate how successful a new Technology will be. Fail fast, fail cheap. Set things up as pilots and pick up the lessons.”
CIO, large property developer

1. Select fertile ground.
Pilots often establish the tone for how broader initiatives are received across the organization. Stories – both positive and negative – about the success of pilots often filter out very widely. A successful pilot can easily take a life of its own as others hear about the benefits and actively want to apply them in their own work. Failures can often be referred to across the organization as reasons why related initiatives will not succeed. While you can never expect all pilots to be successful, maximize chances of success by selecting the most promising projects and the best team, and make it easy for them to identify value.

Gartner has released five interesting predictions for social software. Here are the predictions along with a few of my thoughts.

By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal communications for 20 percent of business users.

This is a transition that we’ve seen for a very long time, and looks finally ready to come to fruition. Coming from a financial markets background, I’d seen from as far back as the late 1990s that email as a primary medium was resulting in communication breakdown. I’ve long believed that shifting communication out of email was one of the main ways that social media would be valuable, as for example expressed in my 2005 white paper How Collaborative Technologies are Transforming Financial Services.

This prediction will play out very differently across organizations. Many companies will remain bound in email. Others, particularly those that are project-centric and effectively implement social software, could well see a substantially more than 20% of communication shift out of email. The development and evolution of new tools such as Google Wave will see email not quite die, but rapidly erode in the most innovative organizations.

By 2012, over 50 percent of enterprises will use activity streams that include microblogging, but stand-alone enterprise microblogging will have less than 5 percent penetration.

Last week I was interviewed on Sky Business about recent data showing that Australia leads globally in use of social media, and the implications of such high levels of social media usage for business.

Here is the full interview, with major points noted below.

• It is surprising to see Australia at the top of the global charts in social media usage, given that just a few years ago it was significantly behind in uptake – this has been a dramatic acceleration in usage.
• It is a fascinating question why social media usage surged in Australia (see here for more detailed thoughts on the topic). Contributing factors include the sudden improvement in mobile data costs when the iPhone 3G was launched in July 2008, and the shift to more a conversational style of social media that suited the culture and dispersion of Australians.

Over the holidays Mark Fidelman launched his 2010 Enterprise 2.0 All-Star Blogger Roster. Mark says:

Now that the holiday hangover has worn off and the bills are coming due, I want to turn your attention to the individuals that are most influencing the Enterprise 2.0 space. Those of you that are early adopters or just starting to research Enterprise 2.0 can short cut the search for quality information by following and reading from these all-stars.

The list of 22 people includes Andrew McAfee, who coined the term Enterprise 2.0 and has recently launched his book by the same name, sits at the top of the tree, with five termed "Most Influential" (where Mark has kindly placed me, presumably partly due to the success of my book Implementing Enterprise 2.0), five "Highly Influential", ten "Influential", with as a special extra Dennis Howlett, who believes that Enterprise 2.0 is 'a crock', as "Enterprise 2.0 Referee".

Click on the image to see Mark's post including a larger version of the image and the data used to assess the influence of the all-stars.

Other 2009 summary posts
Top blog posts of 2009: 6 on Twitter and the media
Top blog posts of 2009: The future
Top keynote speech presentations/ videos of 2009

Continuing my series of my blog posts that have attracted the most interest in 2009, here is my selection of 10 posts on Enterprise 2.0 and organizational effectiveness.

1. Why ‘critical mass’ is intensely relevant to Enterprise 2.0 user adoption
What the diffusion curve means for Enterprise 2.0 adoption initiatives.

2. Enterprise 2.0: Competitive differentiation occurs at the intersection of technology and culture
The harder it is to implement Enterprise 2.0, the greater the potential for competitive differentiation.

We have had a fantastic global uptake of the translations of our Social Media Strategy Framework into 12 languages.

As such, we intend to translate a lot more of the content created by Advanced Human Technologies and Future Exploration Network, starting with our Enterprise 2.0 Implementation Framework, which plays a central role in my book Implementing Enterprise 2.0.

Here is the framework in Spanish.

Click on the image to download the pdf

Please share this with any Spanish speakers who would be interested.

Also be sure to let me know if you can suggest any improvements to the translation.

This article was written to frame The Insight Exchange's SME Technology Summit in Sydney on December 1 - while many of the references are to Australia the issues apply globally.

Small and mid-sized enterprises (SMEs) are taking a larger share of the business pie, and increasingly driving economic growth. This is one of the most important trends in business today, and one that will shape the next decade of business, work and society.

This powerful trend is driven largely by technology and connectivity, creating a world in which smaller, more nimble, better connected companies can outsmart their monolithic larger brethren, competing globally and tapping opportunities as they arise.

At the same time, using technology well in business is proving to be one of the most prominent drivers of success. Almost every aspect of business is becoming driven by technology. This is obviously the case with services businesses ranging from graphic design to even house moving. However this is relevant to every kind of organisation.

Gardening and worm farm retailers Wiggly Wigglers in UK, Caminito Argentinean Restaurant in the US, Brasserie Bread in Australia , Martell Home Builders in Canada and many thousands of others around the world are examples of companies selling highly tangible, everyday products that have built outstanding success through the use of online social media.

There are six key ways in which technology is changing the very nature of how smaller companies operate today.

1. Findability
Customers look for and find businesses in very different ways than just a few years ago. Search engines, recommendations from friends on social networks, and online services exchanges are now how most companies are found. Marketing has completely changed.

I was interviewed this morning on Sky Business Tech Report. Some of the things we discussed in the interview are:

* How social media such as Facebook, Twitter, YouTube and many others change how companies engage with customers, become more efficient, and being competitive.

My book Implementing Enterprise 2.0 has been selling at a very healthy and consistent pace since its launch earlier this year. The front page of the book's website features links to reviews of the book, including some very useful ones from ReadWriteWeb, CMSWire, and Inside Knowledge.

I thought it would be good to share some of the book's insights in a different format, so I have teamed up with Newsgator - who have been key proponents of the book - to do a free webinar on Implementing Enterprise 2.0: Practical Steps to Creating Business Value. The webinar will be held on November 18 at 2pm US ET.

We will draw six complimentary copies of Implementing Enterprise 2.0 for webinar attendees.

Sign up for the webinar here.

Below is the webinar overview. Hope to connect with you then!