Social business and innovation
Upcoming SlideShare
Loading in...5
×
 

Social business and innovation

on

  • 4,507 views

Originally delivered at Oracle Social Business Seminar - for more information on becoming a Certified Information Professional, go to http://www.aiim.org/certification.

Originally delivered at Oracle Social Business Seminar - for more information on becoming a Certified Information Professional, go to http://www.aiim.org/certification.

Statistics

Views

Total Views
4,507
Views on SlideShare
2,667
Embed Views
1,840

Actions

Likes
6
Downloads
35
Comments
0

18 Embeds 1,840

http://www.digitallandfill.org 1210
http://aiim.typepad.com 361
http://www.aiim.typepad.com 164
http://feeds2.feedburner.com 39
http://www.scoop.it 28
http://www.serdalab.com 14
http://feeds.feedburner.com 6
https://twimg0-a.akamaihd.net 5
http://us-w1.rockmelt.com 2
http://paper.li 2
http://www.linkedin.com 2
http://electronicdiscovery.info 1
http://radar.metrica.net 1
http://a0.twimg.com 1
http://twitter.com 1
https://si0.twimg.com 1
http://www-open-opensocial.googleusercontent.com 1
http://webcache.googleusercontent.com 1
More...

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

CC Attribution License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Social business and innovation Social business and innovation Presentation Transcript

  • Social Business and Innovation Moving from Records to Engagement to Insight John Mancini President, AIIMhttp://www.flickr.com/photos/jurvetson/2542450115/
  • AIIM.org
  • AIIMConference.com
  • 3 Questions to Explore•  How are content management and Enterprise IT being changed by social technologies?•  How are social technologies being used to drive innovation and transform processes?•  What are the implications of this transformation for information professionals?
  • AIIM Task Force - 1•  How are ECM and Enterprise IT being changed by social technologies? •  Alfresco •  EMC •  Hyland Software •  IBM •  Iron Mountain •  Kodak •  Microsoft •  OpenText AIIM.org/futurehistory •  Oracle
  • AIIM.org/futurehistory
  • Systems of Engagement Social  and   Era   Mainframe   Mini   PC   Internet   Cloud   Systems of Record Years   1960-­‐1975   1975-­‐1992   1992-­‐2001   2001-­‐2009   2010-­‐2015   Typical   A  batch   A  dept   A   An   thing   A  web  page   trans   process   document   interacNon   managed  Best  known   Digital   IBM   MicrosoK   Google   Facebook   company   Equipment   Social   Content   Image   Document   Content   Microfilm   Business  mgmt  focus   Mgmt   Mgmt   Mgmt   Systems  
  • Considera*on   Systems  of  Record   Systems  of  Engagement  Focus   TransacNons   InteracNons  Governance   Command  &  Control   CollaboraNon  Core  Elements   Facts  &  Commitments   Ideas  &  Nuances  Value   Single  Source  of  Truth   Discovery  &  Dialog  Standard   Accurate  &  Complete   Immediate  &  Accessible  Content   Authored   Communal  Primary  Record  Type   Documents   ConversaNons  Searchability   Easy   Hard  Usability   User  is  trained   User  “knows”    Accessibility   Regulated  &  Contained   Ad  Hoc  &  Open  RetenNon   Permanent   Transient  Policy  Focus   Security  (Protect  Assets)   Privacy  (Protect  Users)  
  • How are social AIIM Task Force - 2 technologies being used to drive innovation and transform processes?•  ABBYY •  Iron Mountain•  Alfresco •  Jive•  Box •  Microsoft•  EDB ErgoGroup •  Moxie Software•  EMC •  Newsgator•  EvoApp •  OpenText•  Huddle •  Oracle•  Hyland Software •  PFU Systems•  IBM •  SocialText•  Igloo •  Yammer
  • AIIM Task Force - 2 3 use cases… Open Innovation Sales & Marketing Integration Enterprise Q&A
  • AIIM Task Force - 2•  Industry research report available at AIIM.org/research•  3 new white papers by Andrew McAfee available at AIIM.org/socialmeetsbusiness
  • Open Innovationhttp://www.flickr.com/photos/20144155@N00/5683294429
  • 48% report that OI has already yielded major •  Open innovation (OI)changes to internal processes. is surprisingly widespread and successful.Fewer than half support the ability of participants to •  Idea voting andvote, refine, or volunteer to work on others’ ideas. ranking capabilities are underutilized. •  OI is not yet tightlyOnly 35% report that OI communities are tightly or integrated intofairly tightly tied to the way the company currently company cultures.conducts innovation. •  OI appearsOver 90% report that “anyone inside the company” widespread withincan contribute to their OI environments. Only 15% organizations, butsaid that outsiders – even pre-screened outsiders not outside them.– can participate. •  Rewards and44% said that they offer no rewards at all for incentives for OIparticipation, while 42% of OI environments include participation varyquantitative reputation and/or status scores. widely.
  • Open Innovation – Recommendations 1.  Open innovation is appropriate now for most, if not all, organizations. 2.  Most Open innovation environments are not focused enough. 3.  Reputation matters, and open innovation communities should seize on this fact. 4.  Open innovation should be opened up to customers as well. 5.  Open innovation requires patience.© AIIM | All rights reserved
  • Marketing & Saleshttp://www.flickr.com/photos/59937401@N07/5857375238
  • Only 18% of survey respondents report that they •  Marketing and Saleshave efforts underway in this area. integration is the least mature and most difficult of our 3 use cases. •  M&S use triggers BigAfter E2.0 was in place, over 60% said that the two gains in knowledgedepartments were performing “fairly well” or “very sharing, timelywell” in each of these areas. communication, ability to work together.79% of respondents say that their environments are •  Once E2.0 is in place“reasonably well used,” “heavily used,” or “quite between M&S, it getsheavily used.” used. •  The most commonThree of the four most common reasons for not reasons given for notpursuing E2.0 are “we work closely together pursuing E2.0 have toanyway,” “we’ve never really thought about it,” and do with lack of“we have regular face-to-face sessions to share awareness of itsknowledge.” benefits.
  • Connecting Sales and Marketing - Recommendations 1.  Start unifying now. 2.  Building one more “walled garden” won’t cut it. 3.  Make the conversations between Marketing and Sales two-way, public, and permanent. 4.  Work on changing the culture and/or incentives of the sales force to encourage them to participate and contribute. 5.  Be patient.© AIIM | All rights reserved
  • Enterprise Q&Ahttp://www.flickr.com/photos/horiavarlan/4273168957
  • 29% of survey respondents report that an EQ&A §  EQ&A is the most initiative is already in place. popular social business use case we asked about. 45% of respondents say that they are either “extremely satisfied” or “moderately satisfied” §  EQ&A generates with their capability. powerful results. Few organizations had a general question- §  EQ&A adoption is answering capability in place before the era of relatively social business. As a result, there is no straightforward. incumbent technology or resource to overcome. §  Many answers to questions come from Serendipity happens to EQ&A participants. Over the expected people 30% of respondents say that answers came and places, but not all equally from expected and unexpected sources. of them. Over 40% of survey respondents who report not §  EQ&A remains under- having this capability indicate that they saw no appreciated. need for it, or already felt they knew who could answer any given question.© AIIM | All rights reserved
  • Enterprise Q&A – Recommendations 1.  Enterprise Q&A is an excellent candidate for a first social business/Enterprise 2.0 initiative within an organization. 2.  Put some structure in place with your Enterprise Q&A environment. 3.  Take advantage of the fact that reputation matters to many people. 4.  Make the Enterprise Q&A tools easy to find, and easy to use. 5.  To best position Enterprise Q&A for success, seed the environment.© AIIM | All rights reserved
  • • So this must be the golden age for IT professionals.• Right?• Right?
  • Self-Loathing
  • Just Plain Loathing
  • We need to think about the information “profession” differently.
  • The rise of the information professional•  There will be a role in organizations for those with pure technical knowledge. But the real value add in the world of Systems of Engagement comes from those who can place these skills in a broader context — in the context of the business. •  Geoffrey Moore, author of Crossing the Chasm, Escape Velocity, and many others•  In “Race Against the Machine,” we talk about the career challenges facing knowledge workers in a time of accelerating technological change. My strong belief is that people who learn to race with machines instead of against them will thrive. •  Andrew McAfee, author of Enterprise 2.0 and Race Against the Machine
  • The rise of the information professional•  An "information professional" will not be one type of role or skill set, but will in fact have a number of specializations. •  Deb Logan and Regina Casonata, Gartner•  Gone is the tendency to hire specialists and large teams of limited range permanent staff for long-term initiatives. New models require smaller teams made up of multitaskers and multidimensional skilled workers with subject matter expertise, business savvy, technology skills, and a range of appropriate interpersonal and “political” skills. •  David Foote, Foote Partners
  • It’s all about information, not plumbing.http://www.flickr.com/photos/mxmstryo/4033816209
  • Who  are  these  people?   IT  Legal  professional   Risk/Liability  Focus   Records  Manager   Digital  Archivist   Business  Process  Owners   Professionals   Business  Analyst   InformaNon   Value  Focus   Knowledge  Manager   InformaNon/Data  ScienNst   Ent  InformaNon  Manager   Governance  Focus   Info/Data  Stewards   Ent  InformaNon  Architect   Social  Focus   InformaNon  Curators   Community  Managers  Most  roles  from  Deb  Logan  and  Regina  Casonata,  Gartner  
  • DOMAINS   FOCUS  AREAS   Enterprise  search,  Business  intelligence,  Master   Access/  Use   data  management,  Text  analy*cs   Informa*on  capture,  BPM,  KM,  Email   Capture/Manage   management,  Content  management   Collabora*on,  Social  media,  Info  workplace,  IM,   Collaborate/Deliver   Telecommu*ng  support,  Web  conferencing   Security,  RM,  Data  privacy,  DRM,  Archiving,   Secure/Preserve   eDiscovery   Info  architecture,  Technical  architecture,  Cloud   Architecture/Systems   compu*ng,  Mobile  apps,  Websites  and  portals   Strategic  planning,  Building  business  case,  Impl   Plan/Implement   planning,  Req  def,  Solu*on  design,  Change  mgmt  #1 - Define the Body of Knowledge
  • The  CIP  allows  individuals  to  demonstrate   understanding  of  where  their  area  of  experNse  fits   into  the  broader  informaNon  management  picture.     Standardized  tesNng  in  a  proctored  environment  via   any  Prometrics  locaNon.     $265      #2 – Build a Testing Vehicle
  • #3 – Evangelize the Knowledge
  • The CIP Adds Business Value• 63% More likely to hire a CIP• 76% Would pay more for a CIP• 61% CIP “very important” or “important” in hiring a consultant or SI •  Source = Jan 2012 Survey of 200 Senior Business Executives (survey participants unconnected with AIIM)#4 – Evangelize the Profession
  • Explore  the  benefit  for  your  organizaNon   AIIM.org/cerNficaNon     1  –  Explore  the  body  of  knowledge  using  the  free  videos.   2  –  Use  the  content  in  your  own  training  environments.   3  –  Establish  CIP  as  a  core  requirement  for  your  organizaNon.  4  –  Give  me  your  card  and  I’ll  give  someone  a  free  test  voucher.     johnmancini@aiim.org   jmancini77  on  most  social  networks   Blog  =  DigitalLandfill.org