A guide to establishing and sustaining a collaborative enterprise social community that will enable your business associates, customer and strategic partners to communicate, interact and transact dynamically. Goals: self-propogation, scalability and connection with key business processes.
I completed this analysis of Twitter conversation traffic during a webinar hosted by HubSpot with salesforce.com during my MBA summer internship at salesforce. We used Radian6 to analyze the conversation and questions on Twitter.
TMA World Mindline Reappraising the Collaborative Benefits of Social Media in...TMA World
New social and collaborative technologies are rapidly changing workplace communication and disrupting internal organizational culture.
Approaches to creating borderless connectivity and collaboration will vary enormously between and within companies and industries. What works for one company will not necessarily work for another – but the fundamental mind and skill sets required to facilitate effective collaboration are human and all pervasive.
This presentation offers best practice advice for communicating effectively through social media and collaborative technologies in the workplace.
For more information, contact us: enquiries@tmaworld.com
Inspiration truly does come in all shapes, sizes and forms – as evident from the stories shared with us by 25 Global Social Business Leaders. Their stories help us better understand how organizations are using social business practices to build a more engaged workforce and develop stronger, more collaborative relationships.
While diverse, all their stories embody personal journeys with one common thread: All of these leaders used social business strategies, technologies, and practices to make a significant impact on their business and community. Through the joint efforts of IBM and the EIU we were able to bring the stories of the 25 Inspiring Global Social Business Leaders to life – giving them a platform to be heard.
The Coming Change in Social Media by Social Media TodayElizabeth Lupfer
In a major paradigm shift that is impacting public relations and marketing oranizations, companies are now viewing social media as their front line strategy for customer engagement, immediate contact, and lead generation. This means the software tools we use in the social space will be changing a lot too. This gamebreaker call was based on research developed by our resident trendspotter, Josh Gordon, in Social Media Today's latest free download white paper The Coming Change In Social Media. It's our focus here at Social Media Today to help frame the issues and put them into perspective so that community members can use them as a roadmap and drive the future of social media. Don't get behind the curve.
I completed this analysis of Twitter conversation traffic during a webinar hosted by HubSpot with salesforce.com during my MBA summer internship at salesforce. We used Radian6 to analyze the conversation and questions on Twitter.
TMA World Mindline Reappraising the Collaborative Benefits of Social Media in...TMA World
New social and collaborative technologies are rapidly changing workplace communication and disrupting internal organizational culture.
Approaches to creating borderless connectivity and collaboration will vary enormously between and within companies and industries. What works for one company will not necessarily work for another – but the fundamental mind and skill sets required to facilitate effective collaboration are human and all pervasive.
This presentation offers best practice advice for communicating effectively through social media and collaborative technologies in the workplace.
For more information, contact us: enquiries@tmaworld.com
Inspiration truly does come in all shapes, sizes and forms – as evident from the stories shared with us by 25 Global Social Business Leaders. Their stories help us better understand how organizations are using social business practices to build a more engaged workforce and develop stronger, more collaborative relationships.
While diverse, all their stories embody personal journeys with one common thread: All of these leaders used social business strategies, technologies, and practices to make a significant impact on their business and community. Through the joint efforts of IBM and the EIU we were able to bring the stories of the 25 Inspiring Global Social Business Leaders to life – giving them a platform to be heard.
The Coming Change in Social Media by Social Media TodayElizabeth Lupfer
In a major paradigm shift that is impacting public relations and marketing oranizations, companies are now viewing social media as their front line strategy for customer engagement, immediate contact, and lead generation. This means the software tools we use in the social space will be changing a lot too. This gamebreaker call was based on research developed by our resident trendspotter, Josh Gordon, in Social Media Today's latest free download white paper The Coming Change In Social Media. It's our focus here at Social Media Today to help frame the issues and put them into perspective so that community members can use them as a roadmap and drive the future of social media. Don't get behind the curve.
Social tools are now being offered by a number of collaboration vendors. Many organizations are unsure of how to integrate social tools with existing team workflows. Managers must embrace, rather than hinder, integration of social collaboration tools. This storyboard, along with its accompanying tools, will help you:
* Understand social collaboration and how it builds team effectiveness.
* Develop a strategy for enabling social collaboration patterns with technology.
* Understand the major vendors and feature sets for social tools.
* Foster a culture that encourages the use of social collaboration tools.
Managers must recognize that social tools are powerful enablers of knowledge-sharing and productivity in the age of the team.
What Is Social Business ? A SideraWorks BriefXVA Labs
Social business. A term that’s been steadily gaining traction at the intersection of social media’s rise and the current shift in the business world. But what does it mean?
Clarifying the term “social business” is critical to determining whether it’s something we want our companies to be, and if so, how we go about achieving that. At SideraWorks, we’ve spent a great deal of time defining social business in a way that encompasses its essence, but avoids much of the jargon that simply adds to the confusion.
Social businesses are arguably the next generation of business; a new model of operating, and interacting. They are businesses where success is based on the participation of all, rather than the outputs of a few. Strategists Maggie...
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise. Some organizations have deployed social-networking features with an initial enthusiastic reception, only to see these early efforts wither to just a few stalwart participants. The problem: Most companies approach enterprise social networks as a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. In this first of two reports, Altimeter looks at four ways enterprise social networks create value for organizations.
The Benefits of Social Collaboration in the EnterpriseIntergen
According to Forrester, growth in software investment is shifting to people centric and collaborative software with 37% of IT decision-makers planning to implement or expand the use of collaboration tools, compared with 25% or less who are planning investments in traditional software such as enterprise resource planning, human capital management or product life-cycle management.
The drivers for this change include:
• A greater desire for organisations to capture and re-use knowledge.
• The need to maintain connections throughout a distributed workforce.
• The need to align software systems to meet new workforce demands.
This event discussed Microsoft's vision for social collaboration in the enterprise and see how you can extend your SharePoint platform with Yammer to foster greater team collaboration, empower your employees and drive business agility.
The New Enterprise Collaboration Imperative: How Leading Brands Achieve Tangi...Frank Jurden
Social media has transformed the consumer world and is now crossing the firewall into the enterprise. New forms of knowledge sharing, collaboration and community building may be the biggest thing to hit enterprise IT since the introduction of the PC.
The Little Blue Book of Social TransformationBrian Solis
Now is the time to get serious about social and put your business fully on the path to becoming a socially connected enterprise. This free ebook will show you how to get there with 20 short—but impactful—principles, like:
- Laying the groundwork for social success
- Turning weak ties into strong connections
- Creating a social listening center
Attracting new fans with social experiences
Soon you’ll be on the road to forging deeper relationships with customers and employees and greater relevance with social and traditional customers alike.
In its third annual report The Community Roundtable examines the continued evolution of the social business industry and analyzes best practices and lessons learned from industry leaders and practitioners. Based on insights gleaned from over 100 roundtable calls with members of TheCR Network, a membership-based peer network of community professionals, the 60+ page comprehensive report highlights artifacts, patterns and initiatives likely to occur as organizations evolve and mature their social business competency.
Chapter 3 is about building the foundation and kicks off section 2. I start off discussing the need to create a centralized editorial team that will responsible for driving change within the organization.
Whitepaper IBM on social business patternse-office bv
In dit whitepaper worden 6 use cases beschreven voor succesvol inzetten van social voor bedrijfsprocessen. Use cases zijn: toegang tot kennis, inzicht in klantvragen, kennisdelen, werving en inwerken, fusies en overnames, veiligheid op de werkplek.
Social tools are now being offered by a number of collaboration vendors. Many organizations are unsure of how to integrate social tools with existing team workflows. Managers must embrace, rather than hinder, integration of social collaboration tools. This storyboard, along with its accompanying tools, will help you:
* Understand social collaboration and how it builds team effectiveness.
* Develop a strategy for enabling social collaboration patterns with technology.
* Understand the major vendors and feature sets for social tools.
* Foster a culture that encourages the use of social collaboration tools.
Managers must recognize that social tools are powerful enablers of knowledge-sharing and productivity in the age of the team.
What Is Social Business ? A SideraWorks BriefXVA Labs
Social business. A term that’s been steadily gaining traction at the intersection of social media’s rise and the current shift in the business world. But what does it mean?
Clarifying the term “social business” is critical to determining whether it’s something we want our companies to be, and if so, how we go about achieving that. At SideraWorks, we’ve spent a great deal of time defining social business in a way that encompasses its essence, but avoids much of the jargon that simply adds to the confusion.
Social businesses are arguably the next generation of business; a new model of operating, and interacting. They are businesses where success is based on the participation of all, rather than the outputs of a few. Strategists Maggie...
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise. Some organizations have deployed social-networking features with an initial enthusiastic reception, only to see these early efforts wither to just a few stalwart participants. The problem: Most companies approach enterprise social networks as a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. In this first of two reports, Altimeter looks at four ways enterprise social networks create value for organizations.
The Benefits of Social Collaboration in the EnterpriseIntergen
According to Forrester, growth in software investment is shifting to people centric and collaborative software with 37% of IT decision-makers planning to implement or expand the use of collaboration tools, compared with 25% or less who are planning investments in traditional software such as enterprise resource planning, human capital management or product life-cycle management.
The drivers for this change include:
• A greater desire for organisations to capture and re-use knowledge.
• The need to maintain connections throughout a distributed workforce.
• The need to align software systems to meet new workforce demands.
This event discussed Microsoft's vision for social collaboration in the enterprise and see how you can extend your SharePoint platform with Yammer to foster greater team collaboration, empower your employees and drive business agility.
The New Enterprise Collaboration Imperative: How Leading Brands Achieve Tangi...Frank Jurden
Social media has transformed the consumer world and is now crossing the firewall into the enterprise. New forms of knowledge sharing, collaboration and community building may be the biggest thing to hit enterprise IT since the introduction of the PC.
The Little Blue Book of Social TransformationBrian Solis
Now is the time to get serious about social and put your business fully on the path to becoming a socially connected enterprise. This free ebook will show you how to get there with 20 short—but impactful—principles, like:
- Laying the groundwork for social success
- Turning weak ties into strong connections
- Creating a social listening center
Attracting new fans with social experiences
Soon you’ll be on the road to forging deeper relationships with customers and employees and greater relevance with social and traditional customers alike.
In its third annual report The Community Roundtable examines the continued evolution of the social business industry and analyzes best practices and lessons learned from industry leaders and practitioners. Based on insights gleaned from over 100 roundtable calls with members of TheCR Network, a membership-based peer network of community professionals, the 60+ page comprehensive report highlights artifacts, patterns and initiatives likely to occur as organizations evolve and mature their social business competency.
Chapter 3 is about building the foundation and kicks off section 2. I start off discussing the need to create a centralized editorial team that will responsible for driving change within the organization.
Whitepaper IBM on social business patternse-office bv
In dit whitepaper worden 6 use cases beschreven voor succesvol inzetten van social voor bedrijfsprocessen. Use cases zijn: toegang tot kennis, inzicht in klantvragen, kennisdelen, werving en inwerken, fusies en overnames, veiligheid op de werkplek.
The Rockefeller Foundation has long recognized the importance of meaningful engagement of the private sector in addressing many of the world’s most complex problems. While many social sector leaders understand that engaging the private sector matters, far fewer understand how to do so, or the key questions one should consider before starting down this path of cross-sector collaboration. For instance: Why would a network want to include a company? Or conversely, why would a company want to participate in a network focused on social impact? Can social impact efforts deliver business value? What makes network relationships durable? And ultimately, what are the different needs around accountability, leadership, governance and mindset? To answer questions such as these, The Foundation and our partners at Monitor Institute, a part of Deloitte Consulting LLP, have created “PARTICIPATE: The power of involving business in social impact networks”—a handbook for social change leaders aspiring to effectively engage the private sector as authentic participants in the pursuit of social impact.
Chapter 2 is all about defining social business strategy. Essentially, I condense the entire content of my first book, Smart Business, Social Business, into one chapter and introduce new thinking, implementation strategies and new models.
The Way to a True End-to-End Social Media-Centric EnterpriseCognizant
To ride the social media wave and cash in on emerging opportunities across the organization, enterprises need to establish the processes, frameworks and workflows on which social media drives business transformation.
A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publishing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stakeholders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satisfied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability.
Social Media for Development: Transforming Society and GovernanceRichard Grimaldo
A 2-day seminar (Oct 29-30, 2018) on social media designed for government agencies who wanted to use social media as a development tool for governance. It is designed to introduce social media, its origin and various applications in the development context.
Held at DICT, ICT Literacy and Competency Development Bureau, UP Diliman, Quezon City
Driving Repeatable Business Innovation: The Vision to Action LifecycleMindjet
The current generation of Social Business tools has missed
a huge opportunity to impact business innovation and
results. By focusing on functionality that emphasizes
communications, they’ve omitted the required structure
and process needed to meaningfully affect the business.
In this presentation, we take you through the Vision to Action Lifecycle, and explain why a holistic approach to innovation can create repeatable, tangible results for your business.
Co-written with influencer Brian Solis, this eBook helps execs get their business on the path to becoming a social enterprise by following 20 short, but impactful principles.
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Experience is evolving into a strategy that reaches across technology companies. We offer guidance on the rise of experience and its role in business modernization, with details on how orgnizations can build the ecosystem to support it.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
According to our research, manufacturers are well ahead of other industries in their IoT deployments but need to marshal the investment required to meet today’s intensified demands for business resilience.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
In recent years, insurers have invested in technology platforms and process improvements to improve
claims outcomes. Leaders will build on this foundation across the claims landscape, spanning experience,
operations, customer service and the overall supply chain with market-differentiating capabilities to
achieve sustainable results.
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Green Rush: The Economic Imperative for SustainabilityCognizant
Green business is good business, according to our recent research, whether for companies monetizing tech tools used for sustainability or for those that see the impact of these initiatives on business goals.
Policy Administration Modernization: Four Paths for InsurersCognizant
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Work Ahead in Utilities: Powering a Sustainable Future with DigitalCognizant
Utilities are starting to adopt digital technologies to eliminate slow processes, elevate customer experience and boost sustainability, according to our recent study.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Five Priorities for Quality Engineering When Taking Banking to the CloudCognizant
As banks move to cloud-based banking platforms for lower costs and greater agility, they must seamlessly integrate technologies and workflows while ensuring security, performance and an enhanced user experience. Here are five ways cloud-focused quality assurance helps banks maximize the benefits.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...Cognizant
Intelligent automation continues to be a top driver of the future of work, according to our recent study. To reap the full advantages, businesses need to move from isolated to widespread deployment.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
1. Future of Work Enabler:
Community Interaction
Enabling high-impact enterprise communities is a key
component of the future of work.
This report is an installment in our multipart series that explores
the shifts necessary for future-proofing your company.
| FUTURE OF WORK
Making the Shift to the Next-Generation Enterprise
(a multipart series)
2. 2 FUTURE OF WORK July 2013
Executive Summary
Throughout the world, people of all cultures and ages have em-
braced social networking to a degree never imagined even a couple
of years ago. According to SocialBakers, for example, the highest
concentration of Facebook’s one billion active users is in Bangkok,
Thailand; Jakarta, Indonesia; and Sao Paulo, Brazil. Meanwhile, You-
Tube, with 800 million active users, is localized in 43 countries and
60 languages. And while the U.S. dominates on Twitter, Japanese is
the second most-used language, and Arabic is the fastest growing,
according to Semiocast in France.1
Now, companies are trying to incorporate the tenets of social net-
working into the business world by developing inter- and intra-
organizational social communities of interaction. To form these
communities, they are using collaboration platforms and other so-
cial networking tools, as well as mobile, analytics and cloud technol-
ogies, or the SMAC Stack.™ Using familiar social techniques, such as
status updates, “following,” networks of “friends,” personal profiles,
trending topics, threaded conversations, video posting and “liking,”
businesses hope to experience the productivity gains that social
networking-based enterprise community platforms promise.
And it’s no wonder — today’s globally dispersed teams often involve
stakeholders outside the four walls of the organization. To collabo-
rate at the speed and level that today’s business world requires,
these groups need new tools and techniques to effectively work
together, whether to gather feedback, share what they’re working
on, leverage previous solutions, ask for advice or just let others
know whether they’re available to talk. Collaborative platforms can
also be formed for specific communities, such as centers of excel-
lence, research and development or protected domains in which to
engage with partners, suppliers or customers.
However, business-oriented social communities have mostly not met
expectations. After surfing the hype curve, many have fallen through
the trough of disillusionment and failed to provide expected business
impact. Platforms and tools that were expected to solve the critical
business problems of collaboration in the context of work have mere-
ly become internal “hang-outs” that are unable to scale over time to
meet business needs and provide only sporadic benefits, at best.
3. And yet it is possible to create an enterprise community of interac-
tion that truly disrupts the business model in a good way, enabling
dramatic changes in productivity and business efficiency. But or-
ganizations must first address several challenges, including these
communities’ need for predictability, self-propogation, scalability and
integration with business processes. Communities of interaction that
overlook these areas cannot deliver the transformative impact
anticipated at the organization level.
Setting up enterprise communities of interaction will involve a range
of choices, such as how to govern the social network and encour-
age its use. Companies will also need to change their own cultures
to accept social media platforms as a genuine enabler rather than
see them as a discretionary activity or even a drag on productivity.
Doing so will provide fast access to expert information, encourage
productive group dynamics and enable faster and smarter decision-
making and turn-on-a-dime response to market changes. All this is
possible through properly architected and managed enterprise com-
munities, which support how businesses need to operate today.
Community interaction is one of the eight enablers companies need
to consider when mapping their journey of reinvention for the new
world of work, as described in our overview paper, “Making the Shift
to the Next-Generation Enterprise.” In this installment, we will look
at the many choices and considerations businesses must make when
enabling enterprise communities.
FUTURE OF WORK ENABLER: COMMUNITY INTERACTION (A MULTIPART SERIES) 3
Figure 1
Mapping the Enablers to the 3 R’s
1
Community
Interaction
2
Innovation
3
Worker
Empowerment
4
Virtual
Collaboration
5
Customer
Empowerment
6
Commercial
Model Flexibility
7
Value Chain
Flexibility
8
Flexible Service
Delivery
RETHINK
the Business
Model
3 3 3 3 3
REINVENT
Business
Processes
3 3 3 3 3 3
REWIRE
Operations 3 3 3 3 3 3
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
Flexible Service Delivery
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Community Interaction Model
Innovation Model
Worker Empowerment
and Enablement
Customer Empowerment
and Enablement
Commercial Model
Flexibility
Value Chain
Virtual Collaboration
4. 4 FUTURE OF WORK July 2013
Challenges and Considerations
First and foremost, organizations need to rise above the silver bullet mentality that
they can solve all their collaboration needs simply by implementing a social collab-
orative platform. Communities of interaction need to be viewed as an effective way
of improving process efficiency and stakeholder productivity. The fact is, four key
challenges must be overcome before businesses can begin to reap the rewards of
social enterprise communities:
1. Achieving predictability and repeatability: Social business communities are at
an emerging stage, where their effectiveness is still largely dependent on individ-
uals’ desire to collaborate. There is no way to predict ahead of time whether the
formation of any particular group will “take hold,” let alone improve a business
process. Without predictability, process owners cannot anticipate benefits or
commit to business productivity improvements. For an enterprise community to
reap optimal and predictable results, it needs to be thoughtfully architected in
alignment with business processes.
2. Encouraging self-propagation: Outside the business world, social network inter-
actions are spontaneous and take on a life of their own. A community started by
avid fans of one sport or team, for instance, might easily branch off into other
highly engaged groups that make more connections and create even more interac-
tions, with participants returning after each sporting event. But in business-related
communities, this type of self-propagation doesn’t just happen. A discussion that
centers on a customer solution to a problem, for instance, might trail off, and when
another problem occurs, it may be tackled by an entirely new group. Businesses
need someone to not only create but also manage and sustain groups within the
enterprise community to ensure they operate and even expand over time.
3. Designing for scalability: Most social communities are built on the simple
principle that if we get people into one (virtual) room, they will collaborate. The
focus is on breaking down barriers between people. Unfortunately, when the
communities start to grow, the conversations can begin to take many forms and
variants, and as this happens, they can begin to generate more noise than value.
As the value diminishes, people are dissuaded from participating, begin to lose
interest in the community and ultimately move on.
4. Connecting with relevant processes:Abusinesscommunityshouldbeseamlessly
connected to the business process. The moment a worker takes an action related
to the business process, the community should automatically be engaged, each
and every time. Involvement and participation cannot be discretionary.
Architecting Business Communities
To effectively respond to these four challenges, businesses need to properly
architect their enterprise social communities, which involves both building the
community and then managing and sustaining it. Let’s take a look at the building
phase and the two steps involved in completing this step.
Businesses need someone to not only create
but also manage and sustain groups within
the enterprise community to ensure they
operate and even expand over time.
5. FUTURE OF WORK ENABLER: COMMUNITY INTERACTION (A MULTIPART SERIES) 5
• Enable strategic focus and vision: Communities of interaction need to be
part and parcel of the business process architecture. To ensure this happens,
companies need to secure support for social business communities at the top
levels of the enterprise. Only with executive sponsorshop can companies ensure
that communities stay intact and are used by default by all employees engaged
in the process.
According to an Altimeter Group survey, only half of all respondents said top
executives were informed, engaged and aligned with their companies’ social
strategy. And yet, says Charlene Li, founder of Altimeter, one of the success
factors of a social business is earning executive support and sponsorship, based
on the business case. Garnering support from the top requires both education
and weaving the social strategy into the fabric of the executives’ work and
priorities, Li says.2
• Design the right type of community for the process landscape: Different
processes require different characteristics from a community; therefore,
companies need to create the right communities to enable process productivity.
For example, if a business process requires a high level of discussion, such as
preparing a request for proposal (RFP), the best community would include par-
ticipation from well-chosen experts. On the other hand, if the business process
required a good deal of information broadcasting, such as training and policy
management, it is better to architect a community of peers and incorporate gam-
ification features (leader boards, contests, etc.) to encourage use.
All in all, business processes can be categorized into four types, and each type
can be enhanced by using specific community features that encourage interac-
tion (see Figure 2).
Four Types of Processes
Figure 2
Process Type Description Features that Encourage Interaction Example
Processes
that require a
high degree of
collaboration
These tend to be knowledge
processes, such as research,
knowledge gathering, etc. Communi-
ties that support these processes
must be architected around the
concept of engaging the right expert
at the right time.
• Expert location: The community should include the
right experts, which can be facilitated through a skill
search model built into user profiles or an analytical
solution to add the right experts at the right time.
• Crowdsourcing: The community should enable users to
ideate and implement as much crowd participation as
possible within a minimal timeframe.
Responding to
business queries,
customer soluti-
oning processes
Processes
that involve
a high degree
of information
broadcasting
Processes that involve a good deal
of information dissemination tend to
require information consumption and
feedback from large teams of people.
• Gamification: Because consumers and contributors
are different people in these types of communities,
external motivation is needed to encourage partici-
pation. Gamification elements such as leader boards,
contests, etc. can do just that.
Training, policy
discussion and
broadcast to a
large audience
Operational
processes
These processes take care of the
day-to-day functioning of the business
unit. Such processes require input
from experts to solve typical business
problems, as well as compliance from
a large business unit.
• Expert location (see above)
• Gamification (see above)
Resource
management
and delivery
management
processes
Processes
that involve
feedback
collection from
customers.
Such processes involve interac-
tion with customers and the use
of advanced analytics to monitor
sentiment and obtain feedback.
• External social media integration: The community
needs the ability to integrate external media for
seamless communication with all participants.
• Social analytics: These communities should utilize
analytics to identify major communication trends and
be able to respond to customers in the community.
Customer query
resolution and
product support
processes
6. 6 FUTURE OF WORK July 2013
Sustaining Participation in Enterprise Communities
Once the enterprise community is built, and executive sponsorship is secure, it must
then be sustained with the right level of participation and the appropriate level of
interaction with the relevant stakeholders. Perhaps the biggest fear for people who
build a process-aligned community is the specter of becoming a “ghost community”
– a platform designed with all the bells and whistles of a social networking site that
is abandoned by participants who see no value in it, not unlike city neighborhoods
whose residents and store owners flee after a factory closes down.
To avoid this fate and generate a consistent return on investment, community
managers need to accomplish two goals:
• Encourage usage, measure progress and take course corrections.
• Extend usage and improve reach.
Community managers can meet these goals by using a robust framework that
involves three stages of maturity: interact, communicate and transact.
• Interact: In the first phase of community growth, the community manager must
focus on peer-to-peer interaction, which builds participation and engagement.
During this phase, individuals should be encouraged to discover their friends and
engage in not only work-related business but also informal discussions around
golf, travel, movies and other entertainment. Community managers should let
the team and supervisors know that such “water-cooler” conversations are
not only acceptable but encouraged. They can even seed these opportunities
by creating informal groups and launching campaigns to increase awareness of
them. Once a high level of engagement is established, the community becomes
the default place for members to be virtually present.
• Communicate: Once engagement is established, the community manager needs
to begin using the platform to broadcast all official communications. Since the
community is already engaged, the reach would be very high. At the same time,
when the community becomes the key way to consume important organizational
updates, it adds credibility and solidifies to users that this is a strategic initiative
and not just a cool place to hang out. When the platform is seen as the official
communication channel, employees will start to use it for more work-related
missives. Going further, users will also see the platform as a direct medium to
interact with management, breaking down hierarchical walls. This is particularly
true when C-level executives or business unit leaders initiate blogs, regularly
update them with important messages and respond to employee comments.
This is also the stage in which community managers need to ensure that key
managers use the platform or are visibly engaged. This will convey to employees
that the platform has full organizational adoption, visibility and support.
• Transact: In the “interact” and “communicate” phases, informal interaction
leads to engagement, which is channeled toward integrating communities
into the workplace. Now it’s time for the “transact” phase, where community
managers lead the community into business-focused action.
Community managers should let
the team and supervisors know that
“water-cooler” conversations are not
only acceptable but encouraged.
7. Quick Take
Cognizant Academy is a good example of an orga-
nization that has transformed its way of working
by becoming a social organization. The academy
— our learning department within the company —
has realized the many benefits of operating with
well-functioning enterprise communities.
The first step in the academy’s transformation
was to create a community template, which
included a mix of communities that would serve
its 250-plus associates and students (see Figure
3). By doing so, the academy created a model for
user engagement with the proper noise filters in
place. Conversations were categorized under the
relevant groups, ensuring the community would
not be stifled by too many people having too
many conversations.
Following our maturity model, the community
was launched with clear messaging that informal
and unofficial discussions would be appreci-
ated and encouraged. During the first phase,
the grassroots influencers were identified and
encouraged to seed as many conversations as
possible, increasing engagement on the platform.
In the second phase, almost all management
communication was converted into informa-
tion flows through the platform, including event
announcements, schedules and RSVP function-
ality. This brought “official credibility” to the
interactions. Connections were formed, and
business conversations increased quickly on the
platform. As seen in Figure 4, the community
included a healthy mix of business and informal
conversations.
With this kind of engagement, Cognizant
Academy has moved up the value chain, integrat-
ing the community-based model into its actual
work systems. This has greatly increased the pro-
ductivity of the specific groups (see Figure 5).
Today, Cognizant Academy is a highly social
organization, in which community-based inter-
action is the primary model of interaction. The
academy has seen significant improvement in
process efficiency and productivity, due to its use
of an enterprise community. Taking a structured
approach helped the academy overcome the
challenges and obstacles of moving toward a
community-based model and accelerated its
transformation to a social organization.
Behind the Scenes of a Successful Enterprise Community
FUTURE OF WORK ENABLER: COMMUNITY INTERACTION (A MULTIPART SERIES) 7
Cognizant Academy Community Work Model
A Mix of Communications
Figure 3
Figure 4
All-Company Feed
Cognizant
Academy
Private Working
Groups
• External-facing community for Cognizant
Academy to interact with other groups.
• Information broadcast and feedback processes.
• Internal-facing common group. A virtual
townsquare for all academy associates.
• Information broadcast and feedback
processes (restricted to group).
• Individual and private groups.
• Operational processes and collaborative
work processes get executed here.
Core Functions
Knowledge
Share
Information
Groups
26% of overall
conversations
Communities/groups
through which core
business processes
are executed.
24% of overall
conversations
Personal interest
groups, such as
books, movies,
golf, etc.
Communities that enable
business-focused
knowledge sharing,
augmenting core
functions.
50% of overall
conversations
Enabling ‘Social Learning’ Group
Figure 5
• Higher effectiveness
(188% higher in YOL Training)
• Higher innovation quotient with
tremendous engagement
• Business participation
( decisions/issues )
• Real-time communication with
external trainers
• Higher efficiency (among top
3 crowdsource users)
• Integration with
systems of work
such as batch
assessment
systems
• 80% of
notifications
result in action
• Time to action for
escalations as
low as 25 minutes
• Action on
exceptions
near 100%
Level 1 Social: Activity Streams
Social process framework – focus on knowledge processes
Expert location/crowdsource
Level 2 Social:
System of Engagement
Connect system of work
Focus on core business
processes
Tactical Changes LEVEL OF TRANSFORMATION
LowHighCOMPLEXITY
Strategic Transformation
Activity streams more
prevalent in use
8. 8 FUTURE OF WORK July 2013
The transact step is the toughest phase of community growth. In this phase,
the community manager focuses on enabling actual work to flow into the
community by integrating work systems with the community platform. As such,
the community transforms from a “conversation platform,” to a true work-collab-
oration platform.
Community managers can begin by enabling one-way transactions, such as inte-
grating a vacation request system with the community platform. If a group has
formed around completing a customer deliverable, for instance, automatic noti-
fications would be sent when a member of the community was planning to be
out on vacation. Moving to two-way communication, an integrated system could
enable supervisors to sign off after receiving such a notification. An even more
sophisticated system would enable community members to plan how to continue
maximizing productivity even when the group member was away on vacation.
Traveling the Value Curve
By following this framework, community managers can ensure that the community
is part-and-parcel of the business process. At that point, the community can be
assessed by measuring its impact on the effectiveness and productivity of the
business process it is designed to support. In this way, community managers can
encourage usage of the community, measure progress, take course corrections,
extend usage and improve reach (see Figure 6).
By moving through the stages of interact, communicate and transact, enterprise
communities can become vehicles for increased organizational productivity and
efficiency (see Figure 7, next page). On the other hand, if the community does not
complete the three-step maturity process, it faces the prospect of becoming a ghost
town, as initial interactions that were sustained through enthusiasm and novelty
dissipate, and group members move to other platforms to collaborate.
Measuring Community Success
Figure 6
Stage Metrics Used Action for Growth
Interact
At this stage,
metrics are focused
on participation.
• Reach: Comparison of the number of people the
community was intended to reach and the percentage
that has logged into the community.
• Frequency: The number of times a person logs into the
community to contribute/consume.
• Stickiness: How long a person stays on and contributes
to the platform and whether there are drop-outs.
• Initiate participation from leaders.
• Convert blast e-mails into conversations within the
community.
• Introduce virtual town hall meetings through the
community platform, with leader participation.
Communicate
At this stage,
metrics are focused
on the usage of the
platform for work-
related activities.
• Number of business conversations as a percentage of
overall conversations.
• Categorization of groups into informal groups,
knowledge-related groups (augmenting business
processes) and core groups (enabling business processes).
• Contribution to process efficiency (has the customer
solution process become faster, cheaper, better) or
employee productivity.
• Identify the core systems of work that require
ideation and discussion and that need to improve
reach.
• Identify the stakeholders who and groups that can
add value to the work notification.
• Build integration.
Transact
At this stage,
metrics are focused
on business process
efficiency.
• Process effectiveness: Improvement in the business
process that has been integrated into the community
platform.
• Overall process efficiency: Improvement in the quality
of deliverable/cost/time to act for the business process.
• Improve integration to make social streams an
inherent part of the work stream and not a bolt-on.
• Redesign/rearchitect processes embedding in social
streams in the relevant places, making it the default
enabler/executor of the process work.
9. Value Curve for Social Communities
Figure 7
Time
Impact
Transformed
productivity
for organization
Systems of work
integration
Hierarchical
communication
Peer-to-peer
interaction One more “intranet”
for employees
Informal interaction;
perceived as a distraction
FUTURE OF WORK ENABLER: COMMUNITY INTERACTION (A MULTIPART SERIES) 9
Quick Take
Best Practices for Enabling Enterprise Communities
Do’s Don’ts
• Be clear about the kinds of conversations that are
allowed and not allowed on the platform. People with
misperceptions can impede viral adoption.
• Ensure continuous and visible management
participation — this cannot be an optional or one-time
event. Use of the platform as the official channel
is necessary for creating credibility around the
community-based model of working.
• Identify influencers early in the process and create
a separate community for them. These are the early
adopters who can view the business conversations
happening on the platform.
• Involve the technology support team, as they
are crucial for completing the necessary system
integrations.
• Create a platform ownership team separate from
the business unit. A community is enabled by the right
technology, so create an ownership team that includes
business and IT.
• Let the community grow without governance and
guidelines. Knowing the right milestones and course
corrections is mandatory for business communities to
succeed; otherwise, they will become “noisy-towns.”
• Enforce usage restrictions apart from the
“acceptable use policies” at the organizational level.
Allow users to try new things with the model and push
boundaries.
• Allow managers to learn the consequences of non-
hierarchical communication by themselves. Host
sessions and coach them to encourage the expected
behavior from the group.
10. 10 FUTURE OF WORK July 2013
About the Author
Jayachandran Chittenipat is Delivery Director in Cognizant’s Enterprise Tranformation Group, leading
the strategic initiative to build a social collaborative organization. He has 13-plus years of experience in
multiple roles, including solution architect, product manager and delivery director. Jayachandran holds
a post-graduate diploma in management from the Indian Institute of Management in Bangalore, India.
He can be reached at Jayachandran.Chittenipat@cognizant.com | LinkedIn: http://www.linkedin.com/in/
cpjay | Google+: https://plus.google.com/103282944431408947723/posts | Twitter: @cpjay.
Architecting Communities to Transform Business Productivity
Given the global embrace, social networking is here to stay, and it has a lot to offer in terms of increasing
enterprise productivity, business performance and organizational effectiveness. But in the business
world, socially-enhanced collaboration does not just happen.
Business communities of interaction need to be architected and managed in order to become a critical
facilitator of business productivity and efficiency. Through our experience creating such communities, we
have designed a framework to derive an optimal environment that is integrated with business processes,
aligned with organization policies and able to boost business productivity to transformative levels.
Footnotes
1
“Twitter Reaches Half a Billion Accounts,” Semiocast, July 30, 2012, http://semiocast.com/en/publica-
tions/2012_07_30_Twitter_reaches_half_a_billion_accounts_140m_in_the_US.
2
Charlene Li and Brian Solis, “The Evolution of Social Business: Six Stages of Social Business Transforma-
tion,” Altimeter Group, March 6, 2013, http://www.altimetergroup.com/research/reports/evolution-social-
business.
11. FUTURE OF WORK ENABLER: COMMUNITY INTERACTION (A MULTIPART SERIES) 11