• You Can’t Build a Business Case for Social Software

  Anthony Bradley of Gartner on being asked for social software metrics, how it’s difficult and what are the reasons …

  Good discussion gets triggered, ie. Sameer Patel notes that “E2.0 is a state the enterprise achieves.” and Lawrence Liu of Telligent adds that the title of Anthony’s post should rather be ““You Can’t Build a Business Case for Social Software, …Unless Unless You Can Define & Justify the Applications.”

  Snip: “There is a good reason why it is so difficult to build a generic, universal business case for social software. You can’t do it. Social software is a set of mass collaboration principles and technologies that apply to the construction of a solution, not the solution itself. Social software business value can and does vary widely from one solution to the next. Trying to build a business case for social software is similar to building a business case for a toolbox. In establishing the justification for purchasing a toolbox, you can talk only in generalities. You can build things better, faster and maybe with fewer accidents. This is the same situation when trying to justify an investment in social software. You can’t get concrete unless you know what you are building.”

  tags: enterprise2.0, roi, usage, implementation

  • You can’t do it

• What Is Execution 2.0? | The Relationship Economy……

  Jay Deragon on ACTION! …

  Snip: ”Will Management Buy Into The Plan?
  In management, the ultimate measure of performance is the metric of management effectiveness which includes execution, or how well management’s plans are carried out by members of the organization. Execution is not a singular or silo process rather it encompasses the following attributes:
  * leadership, or how effectively management communicates and translates the vision and strategy of the organization to the members
  * delegation, or how well management gives assignments and communicates instructions to members of the organization
  * return on investment, or how well management utilizes the resources (financial, physical, and human) of the organization to bring an acceptable return to shareholders
  * conflict management, or how well management is able to utilize confrontation and collaboration skills; management’s ability to be flexible and appeal to common interests.
  * motivation, how management attempts to understand the needs of others and inspires them to perform. Motivation focuses on how performance is rewarded rather than how failure is punished.
  * consideration, or how well managers seek to understand and appreciate others’ values; and not merely as a means to a business goal.”

  tags: enterprise20, implementation

• What Is Strategy 2.0?

  starting from the Cluetrain Manifesto, Jay Deragon goes on about strategy 2.0 and shortened cycles of strategic conversation - I highlighted a passage and added some notes, check them out and tell me what you think

  tags: strategy, adaptivity

• Again, What Is The ROI From Social media? | The Relationship Economy……

  addition to the RoI discussion, playing with an alternative notion of options. I like this for its focus on adaptivity, fuzzy and evolving goals et al.

  Snip: “The value of social media is counted in options - not ROI. Social media is dynamic, not static. Therefore “Strengths, Weaknesses, Opportunities, and Threats (SWOT)” are also highly dynamic moving targets that are highly contagious in social media and cannot be foretold in the next 5 days let alone 5 years. The cardinal rule of business is to collect assets and reduce liabilities. An option is an asset and an obligation is a liability.”

  tags: roi, socialmedia, enterprise20

• Web 2.0 from an ECM Perspective

  The collection of techniques and technologies known as Web 2.0 is only just beginning to have an affect on the enterprise. Join Dr. Ian Howells, Alfresco Chief Marketing Officer, and Jeff Potts, ECM Practice Lead for Optaros, as they explain the significance of these trends to the enterprise, what Web 2.0 really is and how to best leverage it to support content management strategies.

  tags: ecm, video, opensource, web20

• Determining the ROI of Enterprise 2.0 - Dion Hinchcliffe

  Given that we’re talking a lot about RoI of Enterprise 2.0 this is a concise posting by Dion Hinchcliffe (and you know there’s gotta be cute visualizations in there) making things a lot clearer for people pondering RoI et al.\n\nAnd while he’s linking to a post of mine as well - right next to Hutch Carpenter (blush …), I bookmark this especially for his point that Enterprise 2.0 usage is emergent in nature …

  tags: roi, enterprise2.0, dionhinchcliffe

Posted from Diigo. The rest of my favorite links are here.

• Tinkering to the future

  In Vodafone’s receiver magazine (did I tell you that I’m a happy Vodafone customer they have this piece on how the diy ethos can help build the future …

  Let’s think a bit about the connection to Enterprise 2.0 - ie. user-driven and continuous improvement, mass-involvement of employees in refining usage arenas and approaches, perpetual-beta mode of social software implementation projects, …

  tags: adaptivity, emergence, inspiration, implementation, enterprise2.0

  • In its improvisational, experimental quality, tinkering is a bit like jazz. The comparison with music can be pushed further: both are forms of human expression shaped by both specific historical forces, and deep human needs. The counterculture is one important influence on tinkering; so is computer hacking, with its casual contempt for established authority, deep respect for arcane technical skills, and refined love of imaginative jokes. The open source movement showed that hackers could create extraordinary things by co-operating on a large scale.

• McKinsey: What Matters: Internet

  some light weekend reading from McKinsey - overall I really like this site “What Matters”, tackling the real and big problems.

  Contributions by people like Clay Shirky, Craig Newmark or Yochai Benkler (who writes about peer production)

  tags: innovation, internet, collaboration

  • “Peer production”—large-scale distributed action by many individuals—is transitioning from a curiosity to a general phenomenon.

Posted from Diigo. The rest of my favorite links are here.

I had a very nice surprise today when I returned to the home office, two free mags waiting in the inbox:

Yes, both are german language titles, to the left it’s t3n, published by yeebase media- a magazine that runs the tagline “Open Source & Web” (did I say that these are german language publications …), and that deals a lot with content management, web development and Web 2.0 overall. Reason for me getting an issue for free is an article Björn and me are having in this issue, on the topic of Enterprise 2.0 myths.

To the right it’s DOK. - published by good source publishing. This is a bit more heavy and (E 2.0-)industry related (tagline is “technologies, strategies & services for digital documents”) stuff, a mix of best practices reports, smart articles (like when in the current issue my friend and co-Skype-Chatter Siegfried Hirsch is writing about Enterprise RSS or when Willms Buhse is explaining Enterprise 2.0 in easy answers to tricky questions), technology stuff and even research-minded pieces. And if you wonder what entitles me to a free copy - well I guess it has to do with me meeting DOK. editor Uwe Hentschel at this year’s CeBIT, ie. specifically the E20SUMMIT dinner meetup KongressMedia organized. Social capital …

Now onto the more to come, as I am collecting and refining a lot of bookmarks in the space of Enterprise 2.0 I think it’s a good idea to share some of the better ones with you. Besides filling my regular delicious-account (things tagged Enterprise 2.0 get spliced into the enterprise2open feed already) and the regular diigo-frogpond account I installed an additional diigo account called e20summitenterprise2open, whose bookmarks will get automagically posted into this blog from now on.

Diigo is cute (yes, I learned a lot from Bertrand Duperrin in using Diigo) and offers a bit more than delicious, namely the opportunity to annotate and to expand bookmarks in a community. That said, the bookmarks posted will have some kind of short analysis (and probably highlighting and/or comments), and can also be further annotated and refined by you. And last thing to note, while certainly the topic of collaborative performance will seem to be prevalent (after all it’s the tagline for the SUMMIT), all things enterprise 2.0 might show up in the links. I guess this is no real problem, after all the bookmarks get tagged and are thus easy to digest anyway (I wonder if all my comments will be like that …).

1.) What is your name?

Henriette Weber

2.) Who are you and what are you doing?

I tell people that I am a social marketing rebel extraordinaire - which means that I use social marketing to transform businesses inside out. My tagline is that I make companies not look like asses online and make companies into thrustworthy, remarkable and authentic players in the world of both the social web - but also offline.

3.) How did you get to the E2.0 topic?

I got into E2.0 because I can see there’s a lot of things about 2.0 that companies haven’t grasped yet. It breaks my heart. Basically I think that the companies who are not succesful in enterprise 2.0 will probably not survive in the long run - there’s so much out there that companies need to embrace to follow the demand of their clients. Which they don’t do because they can’t measure it (and how stupid is that ?). I followed up by creating an ebook on “why every company should be a rockband” which evolves the rockbandism that is needed for companies to become different kinds of companies. I really firmly believe that rockbandism is putting Enterprise 2.0 on the map and mind for a lot of companies that haven’t been thinking about it before.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

My understanding is that Enterprise 2.0 is the answer to the transformation we need companies to do these days. We can’t keep building companies on structures that date back to the industrial revolution. Whatever Enterprise 2.0 may be for you - it makes you more human and likable - and how cool is that?

5.) What are the main potentials of the Enterprise 2.0 idea?

We as companies get to learn how to be close to our clients - not using scattergun techniques to talk to them, but where we have them in our backhand if we need them for something that gives value to them.

I think the potential is limitless - also because we can use Enterprise 2.0 to become better companies, in terms of user experiences and of making people become better.

6.) What are the main challenges, threads and issues of the Enterprise 2.0 idea?

The challenges are the companies themselves. My sense is that the system is the failwhale here - seriously it are the structures we have been taught as kids and as companies. That failing is bad and control is good. The web is anarchistic. The challenge is that companies can’t or won’t embrace the chaos of the internet these days.

7.) Please give us three tags that describe your person and work best?

socialmarketing, returnoninvolvement, rockbandism

8.) Please give us three links to articles/contributions that describe your views best?

Uh hard - currently that would be, (but they change all the time):

• http://www.toothlesstigerpress.com/rockbands - my ebook on rockbandism
• http://henrietteweber.com/2009/04/15/thoughts-on-shared-branding/ thoughts on shared branding
• http://henrietteweber.com/category/boatworkingpan/ - my shared economy IRL startup: “coworking boat pan”

9.) Please give us three names of colleagues that you would refer to as brother-in-spirit?

• Brian Solis
• Paula Marrtila
• Annika Lidne

1.) What is your name?

Bertrand Duperrin

2.) Who are you and what are you doing?

I live in Paris, France. I’m consultant at blueKiwi Software, in charge of helping our clients to build and implement their social networks strategy and drive results through it.

3.) How did you get to the E2.0 topic?

In fact I started from E and got the 2.0 part by luck.

For years ago I was working at a leading management consultancy firm. I was involved in many projects aiming at improving leadership, making people collaborate more effectively and I realized we were stuck in old principles that prevented us from fully achieving our goals.

At the same time I launched a blog, just to discover what it was. A few weeks later I was in contact with many professionals, having very interesting discussions with them. At this moment I realized that I was achieving in my private life what I needed to do at work and that it was easier for me to share and discuss ideas, to connect with people, outside that inside my company. I thought there was something to learn from that experience and started to focus on “management 2.0″ in summer of 2005. Then I slowly got closer and closer to the Enterprise 2.0 topic. I joined blueKiwi in its early days in 2006 because it was an unique opportunity to put my ideas at work in a 2.0 minded company which goal was to empower such ways of running business.

4.) What is your understanding of the core concept of the Enterprise 2.0 idea?

It’s a wide concept in which so many things were put that it’s very hard to really express the whole concept. According to me Enterprise 2.0 is two things :

• new management rules to run businesses in the current context, taking both economic issues (knowledge economy) and environment issues (social economy) into account.
• using the right technology to empower it.

I want to make it clear that in my understanding, organizational and managerial issues come far before technology.

5.) What are the main potentials of the Enterprise 2.0 idea?

The main potential is to align businesses with their environment. I mean that the way companies operate is more and more disconnected to what’s happening outside of their wall. The consequence is a systematic incapabilty to improve their internal efficency and to achieve what their environment expects from them. What means :

• Building a “pull” organization that is aligned with the market and client’s needs in order to deliver more value not by increasing pressure on people but by removing organizational constraints.

• Enable company-wide collaboration by an optimal (human) ressources sharing in adhoc processes. Each employee being a specific resource because of its own expertise and being able to deliver a specific service, this approach leads to building a Service Oriented Organization.

6.) What are the main challenges, threads and issues of the Enterprise 2.0 idea?

• Think enterprise before think 2.0
• Don’t mistake enterprise 2.0 for web 2.0
• Focus on adoption instead of deployement.
• Understand that the purpose of corporate communities is not the communities themselve but getting things done, delivering a process.

7.) Please give us three tags that describe your person and work best?

management 2.0, alignment, systemic

8.) Please give us three links to articles/contributions that describe your views best?

• 20+1 reasons not to launch an Enterprise Social Software project
• Enterprise 2.0 : my predictions for 2009
• My definition of enterprise 2.0

9.) Please give us three names of colleagues that you would refer to as brother-in-spirit?

• Jon Husband
• John Tropea
• Gil Yehuda