During my professional lifetime, I have seen at least 4 major enterprise IT transformations, and they seem to be occurring with increasing acceleration. When I first came into the workforce, the enterprise IT norm was centered on mainframe computers focused on batch-processed financial applications. This was the era of Burroughs and Univac and NCR and Control Data and Honeywell. This era was soon eclipsed by the rise of minicomputers.Minis were themselves eclipsed by the PC revolution, stitched together in Local Area Networks. Steroids in the form of the internet changed everything about how we connected PCs together distributed documents and information around our organizations. And then along came Google and our expectations about enterprise IT and simplicity of use morphed once again.
1518We have spent the past several decades of IT investment focused on deploying 'systems of record.' Transaction systems for global commerce . . . Financials, Order Processing, Inventory, HR, CRM, Supply Chain . . .Mainframes, minis, client-server, PC, Internet-enabled, SaaSDrove three decades of investmentData centers everywhereDatabases, OLTP, reporting and analyticsNetwork as a transport mechanismThese systems accomplished two important things: First, they centralized, standardized, and automated business transactions on a global basis, thereby better enabling world trade. Second, they gave top management a global view of the state of the business, thereby better enabling global business management. Spending on the Enterprise Content Management technologies that are at the core of Systems of Record will continue -- and will actually expand as these solutions become more available and relevant to small and mid-sized organizations
The challenges here are enormous. Expectations of Enterprise IT are rising. The business, still reeling from the crash of 2008, is questioning the rigidity and cost of legacy systems. The focus of IT is changing from a traditional focus on standardizing and automating back-end manual processes – a focus on CONTROL – to a focus on empowering and connecting knowledge workers and improving knowledge worker productivity and innovation. in the world of Systems of Engagement – no one on the user side cares about any of this. However, because these systems are being used by enterprises, they will inevitably be subject to the same legal and social restrictions as traditional enterprise content, and therein lies the rub. Today that rub is significantly limiting endorsement and adoption of consumer-style communication and collaboration facilities around the world, and it will continue to do so until the content management industry and its customers develop protocols and policies to address its issues.
The challenges here are enormous. Expectations of Enterprise IT are rising. The business, still reeling from the crash of 2008, is questioning the rigidity and cost of legacy systems. The focus of IT is changing from a traditional focus on standardizing and automating back-end manual processes – a focus on CONTROL – to a focus on empowering and connecting knowledge workers and improving knowledge worker productivity and innovation.
1050“A new class of company is emerging—one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organization’s reach to customers, partners, and suppliers. We call this new kind of company the networked enterprise.”
350,000 apps in the iStoreOver 10 billion downloads
1541 The roadmap provide organizations with a formal framework for evaluating and implementing social processes and technologies both inside and outside the firewallNot for just implementing a social technology, but benefiting from social processes and technologiesLeverage innovation from the massesMake it lean and agile; Fail fastRoadmap developed based on outcomes of Moore project and research the last 3 years from our 65,000 community membersQUESTION: What is necessary to achieve innovation from the masses (Empowerment covered on next slide)?
1542: Question: What are the prerequisites for Social Business?0. Empowerment: personal projects, measure outcomes, freedom to experiment- Transparency requires that the organization move from a culture of knowledge hoarding to one of knowledge sharing.- Trust requires that the organization trust its users to do what is right, while supporting them with the training and governance required for them to be accountable for that trust.- And technology requires willingness to allow employees to experiment with new tools and processes, trusting that they will not abuse them and permitting them to “fail fast.”
1543 How do you identify and set a Strategy? Answer: Need proof of concept1. Emergence (or Concepts/Skunkworks): Biz and IT innovation from the massesIn this step the organization is not using social technologies in any formal or organized way. Instead, individuals or small groups within the organization are experimenting with social technologies to determine whether there is business value to them.- 1.1 Encourage innovation- 1.2 Find external reference examples- 1.3 PrototypeQUESTION 1: Anybody has additional factors or tasks that will encourage Emergence (Innovation from the masses)?QUESTION 2: How important is it to show ROI?
Identifying what tools to use – here, wiki, blog, user ratings of appsSetting up navigation and classificationDeploying social sharing widgets (which ones, how)
1544 One of the most famous cases studies of Emergence is the beginning of Intellipedia. Now this has led to an entire suite of collaborative tools behind the firewall. Led by champions Don Burke, Sean Dennehy, and Andrea Baker of the Intellipedia Development cell. Social Business tools were brought in for testing in quick and short pilots: urls were shared with test users and programs either stuck or failed-fast. Today the tool set available to users is not as wide as it is on the open net, but it is focused based on best use cases and adoption by the internal community. Tools are inter-connected and a single sign on is available.
1551 Monitoring/Listening: Viral implementationInitially the organization should spend time listening to the conversations taking place in and around a particular tool to get a sense of the nature of the tool, the content of the conversations, the target audiences, and who the leading participants are.This is perhaps more visible in externally focused processes but is important for internal ones as well.QUESTION: How do you support a viral adoption? Answer: rumors, communication, ambassadors, show people, show benefits- 4.1 Listen to internal sites and comments- 4.2 Listen to external sites and comments- 4.3 Set up queries and alerts- 4.4 Empower community managers
1555 http://www.onesocialmedia.com/2011/02/social-media-listening-in-real-time-case-study-toyota-of-des-moines/Social Media account manager was lucky enough to have seen this post only 5 minutes after it had been posted. Because the Facebook post was fairly recent, I decided to call someone at Toyota of Des Moines. I wanted to see if they could find the displeased customer before she left the dealership, in hopes that they could try to work through the issue with her in person. As luck would have it, the customer was still at the dealership at the time that I called to inform them of the post. They were able to talk with her, to let her know that they saw her Facebook post, and that they wanted to work through the issue with her.
1553. Participation: Getting all relevant people to get involvedOnce the organization has done some listening it will be able to participate more meaningfully and should begin doing so according to what it has learned about the target market and the nature of the conversations on the various tools.QUESTION: How do you get all relevant people involved? Answer: Demonstrate benefits, carrot/stick, etc.- 5.1 Seed content into the tools5.2 Ensure consistent messaging across platformsAnd split this step into stages; e.g first get people to register
Move from listening and broadcasting to engagementPlan for engagementTriage for comments, external mentionsEngagement on public, commercial, and third-party sitesAuthenticity and personality
1559 CNN iReporterhttp://ireport.cnn.com/community/assignmentCNN’s iReport assignment desk is an example of community evolution of technology and communication. Eachday and throughout the day as news breaks, the editors of the iReport page put up assignments to the citizenjournalists to help get real and participatory news live from wherever in the world it is happening. They haveembraced the evolution of technology by asking for submissions as the technology evolves and connecting itwith social media through hashtags on Twitter.This creates additional conversation around not only contributions, but the delivery medium itself. Those noteven connected to CNN are able to participate in the conversation because it is being held at the widest possibledistribution point or audience, out in the open on social media streams.
Here’s a very succinct Twitter policy from a blog by an HR-focused law firm, GruntledEmployees.com. “Our Twitter policy: Be professional, kind, discreet, authentic. Represent us well. Remember that you can’t control it once you hit “update.””Pretty good, right? Now, you could argue that this policy is missing a lot of the stuff I just mentioned. But I don’t know that I agree – authentic, professional, discreet, represent us well – that’s pretty close. And regardless of what you think might be missing, I’d argue that if your employees follow this policy, you won’t have many issues with them. And note that this policy is itself Tweetable. [twitter] Policy 2.0 – in 140 characters, courtesy of gruntledemployees.com. http://is.gd/8BpjT[/twitter]
Social Business: Utilizando tecnologias e processos sociais para atingir os objetivos estratégicos
Social Business: Using Social Processes and Technologies To Achieve Strategic Objectives<br />Jesse Wilkins, CRM<br />Director, Systems of Engagement<br />AIIM International<br />September 13, 2011<br />
About AIIM<br />International - Members in 146 countries<br />Independent - Unbiased and vendor neutral<br />Implementation Focused - Processes, not just technology <br />Industry Intermediary - users, suppliers, consultants, analysts, and the channel<br />http://www.aiim.org <br />
Jesse Wilkins, CRM<br />Director, Systems of Engagement, AIIM<br />Background in electronic records management, email management, ECM, and social technologies<br />Frequent industry speaker and author<br />AIIM ERM and E2.0 Expert Blogger<br />Instructor for AIIM Certificate Programs<br />
A technology inflection point<br />Implications<br />The social business roadmap<br />
Systems of Record<br />Systems of Record<br />Command and control<br />Transaction-oriented<br />Data-centric<br />User learns system<br />Security is key issue<br />Source = AIIM and TCG Advisors<br />
Systems of Engagement<br />Systems of Record<br />
A technology inflection point<br />Implications<br />
The Next Decade of Enterprise IT<br />Systems of Engagement<br />Systems of Record<br />Command and control<br />Open and accessible<br />Transaction-oriented<br />Interaction-oriented<br />Document-centric<br />User-centric<br />Limited deployment<br />Ubiquitous deployment<br />Central IT-provisioned<br />Self-provisioned<br />
“A new class of company is emerging—one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organization’s reach to customers, partners, and suppliers. <br />We call this new kind of company the networked enterprise.”<br />
Technology touches everyone.<br />Everyone carries technology expectations into the workplace.<br />Why do I feel so powerful as a consumer and so lame as an employee?<br />Photo source = http://www.flickr.com/photos/notionscapital/5225049493/<br />
A technology inflection point<br />Implications<br />The social business roadmap<br />
If you don’t know where you’re going….<br />19<br />
AIIM Social Business Roadmap<br />Download at aiim.org/roadmap<br />
The social business roadmap<br />Describes steps to implement social business<br />NOT necessarily linear<br />Will vary substantially between organizations<br />
Empowerment<br />Not a step in the roadmap, but necessary precursor to successful social business initiatives<br />Transparency<br />Trust<br />Technology<br />22<br />
Emergence<br />Experimental use of technologies<br />“Under the radar”<br />Proof of concept<br />23<br />
Emergence<br />Experimental use of technologies<br />Proof of concept<br />
Strategy<br />Formalization of approach<br />Social business assessment<br />Planning and project management<br />Internal marketing and communication<br />Social business team<br />Organization-specific roadmap<br />25<br />
Development<br />Identify desired capabilities and deployment options<br />Procure and implement tools<br />Develop and deliver training and support<br />Build integration<br />26<br />
Monitoring<br />Listen to conversations before jumping into them<br />Look for tone and sentiment<br />Watch for complaints<br />Set up queries and alerts<br />Empower community managers<br />30<br />
Our Twitter policy: Be professional, kind, discreet, authentic. Represent us well. Remember that you can’t control it once you hit “update.”<br />Policy 2.0 – in 140 characters<br />
Optimization<br />Encourage uptake of the tools<br />Monitor efficacy of tools<br />Measure and analyze tools and processes<br />Continue to educate users and <br /> stakeholders<br />Identify changes to tools and new tools<br />
Conclusion<br />Social business processes and tools are here TODAY<br />Significant business benefits from their use<br />It can be done responsibly<br />It’s time to lead our organizations<br />