This document discusses how Enterprise 2.0 uses social software tools within organizations to improve knowledge sharing, collaboration, and business agility. It describes how Enterprise 2.0 platforms allow global and persistent interactions between employees. Fyronic helps companies implement these Enterprise 2.0 solutions to more efficiently create, manage, and leverage organizational knowledge; foster innovation through increased collaboration; and enhance communication across the organization.
Enterprise Access to Skills, Collaboration and Information using Lotus Connec...Jurjen van den Broeck
Recession Proof IT Delivery - Paul Hancock, Imtech ICT UK
Enterprise Access to Skills, Collaboration and Information using Lotus Connections - Jurjenvan den Broeck, Imtech ICT The Netherlands
This document discusses building a knowledge sharing network for the third sector. It describes knowledge as both an object and a process that is contained within people's minds and files. Effective knowledge sharing networks realize individual, group, and organizational potential. Knowledge permeates networks like honey flows through a beehive, with communities constantly forming and dispersing. While no single application can meet all network needs, integrated solutions are emerging that combine discussion forums, repositories, project management, and other tools to add value to both online and in-person knowledge sharing.
Steve Perry presentation at the Perfect Information Conference 13 May 10Steve Perry
The document discusses Enterprise 2.0, which refers to using social tools like wikis and blogs within organizations. It provides examples of how organizations are benefiting from increased knowledge sharing, collaboration, and innovation. Embracing these tools is important because it allows organizations to work more efficiently and be responsive to changes, and employees expect intuitive social tools in the workplace. Future trends include businesses becoming more open and collaborative as Enterprise 2.0 gives employees a voice and user-generated content becomes more prevalent.
The document outlines an agenda for mapping the concepts of Enterprise 2.0 onto the EFQM excellence framework. It discusses introducing social media platforms and tools into companies and between organizations and partners/customers. Key areas that Enterprise 2.0 could impact in the EFQM framework are discussed, such as leadership needing to demonstrate commitment to collaboration, strategy requiring deciding what fields Enterprise 2.0 will be used in, and people requiring skills to support Enterprise 2.0 initiatives. The document calls for audience input on a draft framework and case studies to help finalize the version for release.
The next generation of collaborative work will be defined by a shift from information handling to interaction management and socialization. Social software seems an unlikely example for enterprise collaboration initially, but networks allow tapping into collective coworker knowledge better than previous approaches. Communities form organically in social networks, connections are stronger, and adoption is faster due to ease of use. While past technologies like groupware and portals improved collaboration, social software facilitates user-driven interaction and knowledge-sharing.
GfWM Position Paper Knowledge Management and Enterprise 2.0gfwm
This document is a translation of the German version of the position paper available at http://www.slideshare.net/gfwm/gfwm-positionspapier-wissensmanagement-und-enterprise-20. It describes the position of Germany-based GfWM Knowledge Management Society.
A quick overview of the various technologies i came across during my enterprise 2.0 research. The content for the slides comes from content shared in the Enterprise 2.0 conference and Dion Hinchcliffe as well. (I do not claim ownership of creating all the content, its more of aggregation of content and adding to it)
Enterprise Access to Skills, Collaboration and Information using Lotus Connec...Jurjen van den Broeck
Recession Proof IT Delivery - Paul Hancock, Imtech ICT UK
Enterprise Access to Skills, Collaboration and Information using Lotus Connections - Jurjenvan den Broeck, Imtech ICT The Netherlands
This document discusses building a knowledge sharing network for the third sector. It describes knowledge as both an object and a process that is contained within people's minds and files. Effective knowledge sharing networks realize individual, group, and organizational potential. Knowledge permeates networks like honey flows through a beehive, with communities constantly forming and dispersing. While no single application can meet all network needs, integrated solutions are emerging that combine discussion forums, repositories, project management, and other tools to add value to both online and in-person knowledge sharing.
Steve Perry presentation at the Perfect Information Conference 13 May 10Steve Perry
The document discusses Enterprise 2.0, which refers to using social tools like wikis and blogs within organizations. It provides examples of how organizations are benefiting from increased knowledge sharing, collaboration, and innovation. Embracing these tools is important because it allows organizations to work more efficiently and be responsive to changes, and employees expect intuitive social tools in the workplace. Future trends include businesses becoming more open and collaborative as Enterprise 2.0 gives employees a voice and user-generated content becomes more prevalent.
The document outlines an agenda for mapping the concepts of Enterprise 2.0 onto the EFQM excellence framework. It discusses introducing social media platforms and tools into companies and between organizations and partners/customers. Key areas that Enterprise 2.0 could impact in the EFQM framework are discussed, such as leadership needing to demonstrate commitment to collaboration, strategy requiring deciding what fields Enterprise 2.0 will be used in, and people requiring skills to support Enterprise 2.0 initiatives. The document calls for audience input on a draft framework and case studies to help finalize the version for release.
The next generation of collaborative work will be defined by a shift from information handling to interaction management and socialization. Social software seems an unlikely example for enterprise collaboration initially, but networks allow tapping into collective coworker knowledge better than previous approaches. Communities form organically in social networks, connections are stronger, and adoption is faster due to ease of use. While past technologies like groupware and portals improved collaboration, social software facilitates user-driven interaction and knowledge-sharing.
GfWM Position Paper Knowledge Management and Enterprise 2.0gfwm
This document is a translation of the German version of the position paper available at http://www.slideshare.net/gfwm/gfwm-positionspapier-wissensmanagement-und-enterprise-20. It describes the position of Germany-based GfWM Knowledge Management Society.
A quick overview of the various technologies i came across during my enterprise 2.0 research. The content for the slides comes from content shared in the Enterprise 2.0 conference and Dion Hinchcliffe as well. (I do not claim ownership of creating all the content, its more of aggregation of content and adding to it)
Communication and collaboration in the Enterprise 2.0 worldHuddleHQ
Enterprise 2.0 refers to the intersection of social media tools and the business world. It utilizes collaboration and interconnectivity enabled by web 2.0 technologies to break down silos and improve flexibility, productivity, and agility within organizations. While adoption faces challenges like resistance to change, proper planning and leadership buy-in can help drive successful implementation and realization of benefits like more efficient work processes. As mobile connectivity grows, a new culture of connected work across industries is emerging.
Internal presentation for the Enterprise 2.0 Observatory (October 2007). Topics: Enterprise 2.0, Open Innovation, Mobility, Crowdsourcing, Social Network, and more...
The document discusses the future of enterprise technology and the transition from Enterprise 1.0 systems to Enterprise 2.0. It notes that Enterprise 1.0 systems like ERP do not capture tacit knowledge, while Emergent Social Software Platforms of Enterprise 2.0 allow for collaborative knowledge discovery. It outlines some differences between Enterprise 1.0 and Enterprise 2.0, such as split vs emergent knowledge and intimidating vs social approaches. The document also discusses elements of an IT operating model for Enterprise 2.0, including processes, governance, services, measurement and organization. Finally, it raises questions about an organization's readiness for Enterprise 2.0 and the potential risks around disruption and changes to culture.
Digital Capabilities: Where people and technology intersectAnne Bartlett-Bragg
This document presents a framework for digital capabilities that go beyond just technology skills. The framework was developed based on the author's doctoral research into digital literacy and engagement with educators. It includes three pillars: information literacy, network literacy, and a participatory mindset. Each pillar encompasses several related capabilities that are important for effective learning and work in a digital environment, such as attention management, data analytics, social skills, and collaboration. The framework is intended to guide the development of these capabilities in a way that supports people's ability to adapt in a fast-changing digital world.
Enterprise 2.0, It\'s about the People, not the TechnologyJodie Miners
Enterprise 2.0 refers to the use of social software platforms within and between companies for collaboration with partners and customers. It enables easier collaboration and knowledge sharing than traditional IT systems through technologies like wikis, tags, and search. E2.0 focuses on the less structured "barely repeatable processes" compared to traditional enterprise resource planning systems. By loosening controls and trusting employees, organizations can harness new ways of networking and communicating that younger generations expect. However, the tools themselves are not as important as what people do with them.
Many businesses have banned social networking tools in the workplace but this is ineffective as employees will use them anyway. It is better for companies to embrace social networking and provide internal tools with policies and security controls. Social networking can increase productivity by allowing employees to connect, find expertise within the company, and build relationships that enable better collaboration. Examples are given of companies that have successfully used social networking internally to improve communication, recruitment, knowledge sharing and work efficiency.
This document discusses how HR functions can adapt to embrace Web 2.0 technologies and practices. It notes that the new generation of internet users expect to be able to collaborate and share information easily. HR processes like recruitment, training, and communication can be improved through the use of tools like social networks, blogs, wikis and more. The HR department has an important role to play in guiding the company's adoption of Web 2.0 and helping the organization transform its culture to be more open, collaborative and transparent.
The document discusses the concept of "externalisation" as applying web principles to corporate IT systems to better facilitate information sharing. It defines externalisation as breaking down applications and databases to expose meaningful business information while also making tacit knowledge explicit. The document provides an example framework for externalisation and argues that many standards and tools now exist to implement externalised approaches that leverage both internal and external information sources.
This document provides an overview of social networking and its potential uses in businesses. It begins by defining social networks and distinguishing them from online social networking services. It then examines the growth of the online social networking environment. Finally, it discusses how social networking tools could be used within companies to improve communication, collaboration, and connections between employees, clients and partners. The document aims to explore both the opportunities and challenges of integrating social networking into business information systems.
Intranet 2011 Presentation Trends & Best Practicestopraveen85
The document discusses trends and best practices for intranets in 2011 and beyond. Key trends include the growth of social tools, mobile access, dynamic workplaces, and self-service platforms. Best practices involve information architecture, mobile support, appropriate social business tools, usability, and governance policies. An effective intranet provides improved employee satisfaction through faster information access and knowledge sharing across the organization through various collaboration and communication technologies.
Whitepaper Leading the Cultural Shift to Enterprise 2.0Rich_C07
This document discusses leading the cultural shift to Enterprise 2.0. It emphasizes that Enterprise 2.0 requires changes to both technology and culture within organizations. Leadership must champion Enterprise 2.0 and balance freedom with control when implementing these new technologies and practices. Blogs and other tools can be used to cultivate knowledge sharing but require active participation and feedback. Overall, the document argues that with the right foundation and focus on culture, Enterprise 2.0 can empower employees and improve collaboration.
Mvine is a social business software company founded to enhance collaboration between companies. It offers secure corporate communication and collaboration tools, as well as business communities and portals. Mvine's platform provides features like directories, groups, events, and dashboards to help businesses connect and share information. The presentation highlights Mvine's solutions for document management, communications, and unified messaging to build relationships and streamline business processes.
6 benefits of implementing Enterprise 2.0 collaboration software for businessesCynapse
Enterprise 2.0 refers to the use of social software platforms within companies to interconnect teams and their collective knowledge. It aims to harness the advantages of Web 2.0 technologies like social media behind company firewalls. Some key benefits include overcoming geographic and cultural barriers between diverse teams, fostering innovation by enabling free flow of ideas, creating a central knowledge base from communication, capturing tacit knowledge, and identifying experts within the organization.
This document summarizes a case study about the development of MyAIDSNexus, a social network based community portal. Key points:
- MyAIDSNexus was created to enhance an existing AIDS portal by empowering individuals and facilitating participation.
- It offers a single access point for micro-services and makes few assumptions about user devices/connectivity.
- InfoAxon developed MyAIDSNexus using a white label knowledge management platform to provide features like social networking, content management and custom user groups.
- The solution was designed to be scalable, decentralized and accessible to users across diverse environments.
This document discusses embracing Government 2.0, which leverages Web 2.0 and social networking technologies to drive transformative change in the public sector. Government 2.0 harnesses knowledge, participation, and collaboration through social networks to improve results for citizens. It advocates employing effective change management skills to help government organizations transition to more open and collaborative models. The document provides examples of Government 2.0's benefits and discusses challenges public sector leaders may face in adopting new approaches.
This roadmap is a tool to help organizations effectively develop social business processes and to help identify and address potential issues before they become real problems.
The roadmap is designed as a framework – that is, it addresses a wide variety of issues and challenges, not all of which will be applicable to every organization. Organizations are encouraged to use this roadmap as a starting point, but to customize it to their particular circumstances including their regulatory environment, organizational culture, level of familiarity with different tools, and of course their overall strategic goals and objectives.
Organizations that follow this roadmap will move from tactical, ad hoc, and suboptimal approaches to social business technologies to a more strategic and systematic implementation.
What is the role of cloud computing, web 2.0, and web 3.0 semantic technologi...Mills Davis
The US has a new administration that values transparency, citizen participation, collaboration, information sharing, and internet technology. This presentation maps the role of information and communication technologies (specifically, cloud computing, Web 2.0, and Web 3.0 semantic technologies) in the evolution of government information systems from e-gov (silos with web front ends) to connected governance (e.g. distributed social computing environments for collaborative work, information sharing, knowledge management, and participatory decision-making.)
В ежеквартальном обзоре тенденций в сфере высоких технологий Technology Forecast: Transforming collaboration with social tools, рассматриваются меры противодействия перегрузке средств связи и способы активизации потенциала для коллективной работы через эффективное использование новых мощных социальных инструментов. Бизнес социален по своей природе, именно поэтому масштабируемые средства коллективной работы и связи имеют фундаментальное значение.
The document discusses the concept of enterprise 2.0 and how companies are using social software tools internally. It provides a case study of a employee named Charlie who uses various enterprise 2.0 tools like blogs, wikis, social bookmarking and networking to collaborate with global coworkers and stay informed. Charlie favors lightweight browser-based tools that do not require extensive training.
Hi!
My name is Imran Ali. I am a professional job holder.
My pages are;
fun4netizen.com
fun4netizen.wordpress.com
netizen2010.wordpress.com
funfoyer.blogspot.com
Communication and collaboration in the Enterprise 2.0 worldHuddleHQ
Enterprise 2.0 refers to the intersection of social media tools and the business world. It utilizes collaboration and interconnectivity enabled by web 2.0 technologies to break down silos and improve flexibility, productivity, and agility within organizations. While adoption faces challenges like resistance to change, proper planning and leadership buy-in can help drive successful implementation and realization of benefits like more efficient work processes. As mobile connectivity grows, a new culture of connected work across industries is emerging.
Internal presentation for the Enterprise 2.0 Observatory (October 2007). Topics: Enterprise 2.0, Open Innovation, Mobility, Crowdsourcing, Social Network, and more...
The document discusses the future of enterprise technology and the transition from Enterprise 1.0 systems to Enterprise 2.0. It notes that Enterprise 1.0 systems like ERP do not capture tacit knowledge, while Emergent Social Software Platforms of Enterprise 2.0 allow for collaborative knowledge discovery. It outlines some differences between Enterprise 1.0 and Enterprise 2.0, such as split vs emergent knowledge and intimidating vs social approaches. The document also discusses elements of an IT operating model for Enterprise 2.0, including processes, governance, services, measurement and organization. Finally, it raises questions about an organization's readiness for Enterprise 2.0 and the potential risks around disruption and changes to culture.
Digital Capabilities: Where people and technology intersectAnne Bartlett-Bragg
This document presents a framework for digital capabilities that go beyond just technology skills. The framework was developed based on the author's doctoral research into digital literacy and engagement with educators. It includes three pillars: information literacy, network literacy, and a participatory mindset. Each pillar encompasses several related capabilities that are important for effective learning and work in a digital environment, such as attention management, data analytics, social skills, and collaboration. The framework is intended to guide the development of these capabilities in a way that supports people's ability to adapt in a fast-changing digital world.
Enterprise 2.0, It\'s about the People, not the TechnologyJodie Miners
Enterprise 2.0 refers to the use of social software platforms within and between companies for collaboration with partners and customers. It enables easier collaboration and knowledge sharing than traditional IT systems through technologies like wikis, tags, and search. E2.0 focuses on the less structured "barely repeatable processes" compared to traditional enterprise resource planning systems. By loosening controls and trusting employees, organizations can harness new ways of networking and communicating that younger generations expect. However, the tools themselves are not as important as what people do with them.
Many businesses have banned social networking tools in the workplace but this is ineffective as employees will use them anyway. It is better for companies to embrace social networking and provide internal tools with policies and security controls. Social networking can increase productivity by allowing employees to connect, find expertise within the company, and build relationships that enable better collaboration. Examples are given of companies that have successfully used social networking internally to improve communication, recruitment, knowledge sharing and work efficiency.
This document discusses how HR functions can adapt to embrace Web 2.0 technologies and practices. It notes that the new generation of internet users expect to be able to collaborate and share information easily. HR processes like recruitment, training, and communication can be improved through the use of tools like social networks, blogs, wikis and more. The HR department has an important role to play in guiding the company's adoption of Web 2.0 and helping the organization transform its culture to be more open, collaborative and transparent.
The document discusses the concept of "externalisation" as applying web principles to corporate IT systems to better facilitate information sharing. It defines externalisation as breaking down applications and databases to expose meaningful business information while also making tacit knowledge explicit. The document provides an example framework for externalisation and argues that many standards and tools now exist to implement externalised approaches that leverage both internal and external information sources.
This document provides an overview of social networking and its potential uses in businesses. It begins by defining social networks and distinguishing them from online social networking services. It then examines the growth of the online social networking environment. Finally, it discusses how social networking tools could be used within companies to improve communication, collaboration, and connections between employees, clients and partners. The document aims to explore both the opportunities and challenges of integrating social networking into business information systems.
Intranet 2011 Presentation Trends & Best Practicestopraveen85
The document discusses trends and best practices for intranets in 2011 and beyond. Key trends include the growth of social tools, mobile access, dynamic workplaces, and self-service platforms. Best practices involve information architecture, mobile support, appropriate social business tools, usability, and governance policies. An effective intranet provides improved employee satisfaction through faster information access and knowledge sharing across the organization through various collaboration and communication technologies.
Whitepaper Leading the Cultural Shift to Enterprise 2.0Rich_C07
This document discusses leading the cultural shift to Enterprise 2.0. It emphasizes that Enterprise 2.0 requires changes to both technology and culture within organizations. Leadership must champion Enterprise 2.0 and balance freedom with control when implementing these new technologies and practices. Blogs and other tools can be used to cultivate knowledge sharing but require active participation and feedback. Overall, the document argues that with the right foundation and focus on culture, Enterprise 2.0 can empower employees and improve collaboration.
Mvine is a social business software company founded to enhance collaboration between companies. It offers secure corporate communication and collaboration tools, as well as business communities and portals. Mvine's platform provides features like directories, groups, events, and dashboards to help businesses connect and share information. The presentation highlights Mvine's solutions for document management, communications, and unified messaging to build relationships and streamline business processes.
6 benefits of implementing Enterprise 2.0 collaboration software for businessesCynapse
Enterprise 2.0 refers to the use of social software platforms within companies to interconnect teams and their collective knowledge. It aims to harness the advantages of Web 2.0 technologies like social media behind company firewalls. Some key benefits include overcoming geographic and cultural barriers between diverse teams, fostering innovation by enabling free flow of ideas, creating a central knowledge base from communication, capturing tacit knowledge, and identifying experts within the organization.
This document summarizes a case study about the development of MyAIDSNexus, a social network based community portal. Key points:
- MyAIDSNexus was created to enhance an existing AIDS portal by empowering individuals and facilitating participation.
- It offers a single access point for micro-services and makes few assumptions about user devices/connectivity.
- InfoAxon developed MyAIDSNexus using a white label knowledge management platform to provide features like social networking, content management and custom user groups.
- The solution was designed to be scalable, decentralized and accessible to users across diverse environments.
This document discusses embracing Government 2.0, which leverages Web 2.0 and social networking technologies to drive transformative change in the public sector. Government 2.0 harnesses knowledge, participation, and collaboration through social networks to improve results for citizens. It advocates employing effective change management skills to help government organizations transition to more open and collaborative models. The document provides examples of Government 2.0's benefits and discusses challenges public sector leaders may face in adopting new approaches.
This roadmap is a tool to help organizations effectively develop social business processes and to help identify and address potential issues before they become real problems.
The roadmap is designed as a framework – that is, it addresses a wide variety of issues and challenges, not all of which will be applicable to every organization. Organizations are encouraged to use this roadmap as a starting point, but to customize it to their particular circumstances including their regulatory environment, organizational culture, level of familiarity with different tools, and of course their overall strategic goals and objectives.
Organizations that follow this roadmap will move from tactical, ad hoc, and suboptimal approaches to social business technologies to a more strategic and systematic implementation.
What is the role of cloud computing, web 2.0, and web 3.0 semantic technologi...Mills Davis
The US has a new administration that values transparency, citizen participation, collaboration, information sharing, and internet technology. This presentation maps the role of information and communication technologies (specifically, cloud computing, Web 2.0, and Web 3.0 semantic technologies) in the evolution of government information systems from e-gov (silos with web front ends) to connected governance (e.g. distributed social computing environments for collaborative work, information sharing, knowledge management, and participatory decision-making.)
В ежеквартальном обзоре тенденций в сфере высоких технологий Technology Forecast: Transforming collaboration with social tools, рассматриваются меры противодействия перегрузке средств связи и способы активизации потенциала для коллективной работы через эффективное использование новых мощных социальных инструментов. Бизнес социален по своей природе, именно поэтому масштабируемые средства коллективной работы и связи имеют фундаментальное значение.
The document discusses the concept of enterprise 2.0 and how companies are using social software tools internally. It provides a case study of a employee named Charlie who uses various enterprise 2.0 tools like blogs, wikis, social bookmarking and networking to collaborate with global coworkers and stay informed. Charlie favors lightweight browser-based tools that do not require extensive training.
Hi!
My name is Imran Ali. I am a professional job holder.
My pages are;
fun4netizen.com
fun4netizen.wordpress.com
netizen2010.wordpress.com
funfoyer.blogspot.com
The document provides tips for avoiding poor presentations. It recommends breaking up blocks of text on slides into shorter segments by using bullet points or numbered lists. Instead of reading slides verbatim, presenters should speak conversationally and use the slides as a visual aid. The document also warns against including large blocks of unbroken text on slides as it risks losing the audience's attention.
Мастер-класс «Как зарабатывать на создании решений для маркетплейсов 1С-Битрикс»
Ключевые тезисы:
- Схемы монетизации для разработчиков. Что лучше: продажи продуктов или услуг?
- Зачем делать бесплатные приложения?
- Кейсы успешных и неудачных готовых решений.
- Рекомендации по наиболее актуальным направлениям B2B разработки
Спикер – Сергей Востриков, менеджер маркетплейс «1С-Битрикс»
Reducing information asymmetry with Enterprise 2.0 Jeroen Derynck
Enterprise 2.0 enables organizations to become more social and collaborative.... Deploying the right tools is the small step - creating a culture of openess is the real challenge
First Firecat Friday presentation: tools, best practices and design insights we've put to work for organizations of all sizes to help groups and teams work on projects, share ideas, keep track of files, stay on top of tasks -- while feeling like a team.
Fyronic Seminar : Engaging with your stakeholders through Web 2.0, Social Media and Enterprise 2.0
Presented by : Franky Redant - Founder Fyronic, Consultant
PiuPoint is an enterprise social software for companies, departments or work groups that can be created and customized easily over SharePoint and Office 365.
Computer Applications and Systems - Workshop VRaji Gogulapati
This document provides an overview of emerging technologies and their impact on businesses. It discusses how businesses are using new approaches like online collaborative communities and technologies to solve problems. It also covers topics like Enterprise 2.0, cloud computing, big data, analytics, social networking, collaboration tools, search engines, platforms, open source, e-learning and MOOCs. The document suggests that connectivity and data are driving new applications and experiences for consumers, and technologies are becoming the drivers of business success by enabling new ways of working and finding insights.
The document discusses social media and its importance for information governance. It summarizes Deloitte's use of internal social media tools like D Street and Yammer to improve collaboration. It also outlines major trends in enterprise social media use, including the growing role of social networks and how established software vendors are adding social features. Lastly, it discusses how social media is shifting organizations' focus from top-down communication to more collaborative engagement with users.
The Business Case For Corporate Social Networks For O2David Terrar
1. The document discusses the business case for using corporate social networks and enterprise 2.0 tools internally and externally.
2. It provides examples of companies like Swiss Re, Wachovia, Cisco, and Nokia that have realized benefits like breaking down silos, increasing collaboration and productivity, and driving innovation by implementing these solutions.
3. The key benefits highlighted include improved knowledge sharing, customer service, innovation, cost reductions, and growth opportunities.
Supporting collaboration at Ernst & YoungJames Dellow
Knowledge management is an important element of Ernst & Young’s competitive strategy. Computer-mediated collaboration at Ernst & Young is enabled through 400 specialist staff working in knowledge centres in 10 countries. The role of these knowledge centres can be explained through the
collaborative infrastructure framework developed by Evaristo and Munkvold (2002) and it can be shown how these knowledge centres support the effective
sharing of firm specific knowledge for using user-driven collaborative tools. In particular, the author notes the need to minimise software risk by sharing knowledge that has traditionally been the domain of IT specialists. This presentation accompanies a paper presented at KM Challenge 2004 in March 2004, in Sydney, Australia. The paper can be downloaded via http://chieftech.com.au/articles-presentations-and-papers
This document provides an overview of social computing and collaboration both inside and outside organizations. It defines key terms like social networking and enterprise 2.0. It discusses popular social media sites and how they are used both personally and professionally. It also outlines benefits of social computing for businesses, like improved collaboration, knowledge sharing, and innovation. The document proposes using SharePoint and NewsGator social sites to enable internal social networking and communities. It concludes with discussing how to assess an organization's readiness for social computing and providing a roadmap.
Cisco Quad is a social networking platform that combines real-time communications, collaboration tools, and communities to connect businesses and experts. It integrates voice, video, email, and social networking features to improve productivity, enhance innovation, and generate growth for businesses.
The document discusses Enterprise 2.0 and the benefits it provides. Enterprise 2.0 refers to using social software and Web 2.0 technologies internally in a company. It allows for knowledge sharing through wikis and blogs, as well as social networking, publishing, and collaboration among employees. Benefits include improved business agility, participation, and emergence of ideas and expertise from within the organization. An example of Enterprise 2.0 described is TamTamy, a knowledge sharing framework developed by Reply that allows employees to freely share and discuss information through blogs, files, tags, and chat.
Podio VidenDanmark intranet best practice 2010VidenDanmark
Podio is a new system that aims to address two major issues with how work is currently done: 1) Email and documents lock away information and are not suited for collaboration. 2) Companies use a variety of disconnected tools both internally and externally. Podio combines microblogging, streams, and wikis in a meaningful way within "spaces" that provide structure and context. It allows for networked organizations by enabling users to invite people across organizations and maintain a global identity. Podio also has social elements as work is transparent and items can be commented on or tasked.
Web 2.0 tools allow for improved internal and external communication for companies, giving rise to the concept of Enterprise 2.0. These tools differ from traditional ones in their adaptability to business environments and ability to rapidly respond to organizational changes. The ideas around which McAfee defines Enterprise 2.0 include search, links, authoring, tagging, extensions, and signals. Key aspects of a Web 2.0 company include collaboration, communication, transparency, an employee-centered culture of participation and innovation, and openness both within and outside the company.
This document provides an overview of Enterprise 2.0 and social computing in organizational settings. It defines social computing and discusses why organizations are embracing these tools. Examples are given of how companies like Starbucks, Best Buy, Booz Allen, and Electronic Arts have implemented Enterprise 2.0 solutions to encourage collaboration, knowledge sharing, and community building among employees. The challenges knowledge workers face and benefits of social collaboration are also summarized.
The document discusses the goals and strategic priorities of INFORMS' IT department. It aims to provide up-to-date online systems that enable access, collaboration and information sharing among members. It identifies current trends in IT like mobile devices, social media and cloud computing. It also compares INFORMS Online to a similar site and recommends leveraging social networking more. Key IT projects proposed include a single login system, enhancing conference systems, embracing social media and developing member dashboards.
10 Strategies For Getting the Most Out of your Social IntranetThoughtFarmer
Dion Hinchcliffe's keynote from Social Intranet Summit Vancouver 2010. There's a wealth of information for intranet stakeholders here, and it appeared that Dion could have spoken for an hour on any slide. Fascinating stuff!
Unlock Your Peak Productivity: Revealing the Power of Social Intranet Vega HR
Time is importance in the hectic work world of today. Every second lost can affect your revenue and obstruct your success. Therefore, having a productivity catalyst that improves collaboration and streamlines your work processes is essential. The strength of the Social Intranet holds the key to the solution. You might wonder what a social intranet is. Consider it your web center that is personalized to your company. It acts as a central hub where staff members may communicate, exchange knowledge, work together, and access essential resources all in a safe and controlled setting.
Read More:- https://www.atoallinks.com/2023/the-ultimate-productivity-catalyst-social-intranet-unveiled/
Trust-IT Services Ltd is a communications company established in 2002 that designs and delivers communication platforms for the ICT industry, with offices in the UK and Italy. It provides services such as media relations, event organization, and online community building to help maximize visibility and reach international scientific and business communities in areas like cloud computing, digital libraries, and software development. Trust-IT has over 15 years of experience in marketing, PR, international cooperation, and maintaining an extensive global network of ICT contacts.
This document discusses business agility and how it goes beyond agile. It defines business agility as "the ability to gain from continuous change". It discusses concepts like the agile manifesto, complexity, leadership, and developing agility to gain from complexity. It presents an agile transformation approach involving assessing agility, initiating changes, supporting teams, and sustaining transformations across mindset, methods, structures, culture and leadership. The goal is transforming the organization to develop the ability to adapt to and benefit from continuous change.
An agile transformation involves changing mindsets, methods, behaviors, and culture across multiple levels of an organization. The document describes an iterative and incremental approach to agile transformations involving four phases - initiate, care, support, and sustain. It focuses on transforming teams first before scaling transformations to higher levels like teams of teams and the entire organization. Coaching plays a key role in carefully guiding transformations at each level through assessments, training, facilitating meetings and providing ongoing support. The goal is to win over minds and continuously improve transformations in an adaptive way.
At Cegeka we've developed an Agile Transformation approach, based on my Agile Transformation model and on the Situational Coaching Model, developed by myself and Jan De Baere. We presented this on the 17 of November to a group of business leaders and agile leaders.
Business Agility - the Ability to Gain from Continuous ChangeFranky Redant
This document discusses the concept of VUCA and business agility. It defines VUCA as volatility, uncertainty, complexity and ambiguity. It then discusses different frameworks for understanding change like the Cynefin framework. It provides definitions of business agility focusing on adaptability, flexibility and balance. It outlines different domains of agility from the organization level down to teams. Finally, it proposes a new definition of business agility as "the ability to improve/gain from continuous change."
A vision on omnichannel. My presentation on the Cegeka Event It's all in the mix (5/11/2013).
More info on the event is here: http://www.allinthemix.be/?utm_source=Cegekasite&utm_medium=website&utm_campaign=eventmodule
This document discusses the use of social media by business decision makers and senior executives. It provides statistics that 261 million decision makers use social networks and conversations on social media are the most influential channel for senior decision makers. It then provides tips and examples of using various social media platforms like LinkedIn, Facebook, Twitter, Pinterest, Vine and YouTube to share content, stories, experiences and expertise in order to engage customers and build connections. Video is also cited as an important information source for executives. The document explores crowdsourcing, quantifying user data, curating content and possibilities of future technologies like wearables, location-based services and the internet of things.
This document discusses how HR can leverage social media and enterprise 2.0 platforms. It begins by defining key social media platforms like Facebook, Twitter, LinkedIn, and Wikipedia. It then discusses how these can be used for HR purposes like recruitment, networking, and knowledge sharing. The document also discusses enterprise 2.0 concepts like social networks, blogs, wikis and how these internal tools can boost productivity, innovation and engagement. It argues HR should drive adoption of these tools by establishing guidelines, introducing an element of fun, and motivating creativity.
This document discusses using social media and Enterprise 2.0 tools for collaboration. It begins by asking which social media platforms people use like Twitter, LinkedIn, Facebook. It then discusses how these platforms and others like YouTube, Wikipedia can be used both personally and professionally. It focuses on how Enterprise 2.0 uses these same tools internally for engagement, communication, innovation and knowledge sharing among employees, customers and partners to increase productivity, collaboration and business agility.
"Scaling RAG Applications to serve millions of users", Kevin GoedeckeFwdays
How we managed to grow and scale a RAG application from zero to thousands of users in 7 months. Lessons from technical challenges around managing high load for LLMs, RAGs and Vector databases.
inQuba Webinar Mastering Customer Journey Management with Dr Graham HillLizaNolte
HERE IS YOUR WEBINAR CONTENT! 'Mastering Customer Journey Management with Dr. Graham Hill'. We hope you find the webinar recording both insightful and enjoyable.
In this webinar, we explored essential aspects of Customer Journey Management and personalization. Here’s a summary of the key insights and topics discussed:
Key Takeaways:
Understanding the Customer Journey: Dr. Hill emphasized the importance of mapping and understanding the complete customer journey to identify touchpoints and opportunities for improvement.
Personalization Strategies: We discussed how to leverage data and insights to create personalized experiences that resonate with customers.
Technology Integration: Insights were shared on how inQuba’s advanced technology can streamline customer interactions and drive operational efficiency.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
High performance Serverless Java on AWS- GoTo Amsterdam 2024Vadym Kazulkin
Java is for many years one of the most popular programming languages, but it used to have hard times in the Serverless community. Java is known for its high cold start times and high memory footprint, comparing to other programming languages like Node.js and Python. In this talk I'll look at the general best practices and techniques we can use to decrease memory consumption, cold start times for Java Serverless development on AWS including GraalVM (Native Image) and AWS own offering SnapStart based on Firecracker microVM snapshot and restore and CRaC (Coordinated Restore at Checkpoint) runtime hooks. I'll also provide a lot of benchmarking on Lambda functions trying out various deployment package sizes, Lambda memory settings, Java compilation options and HTTP (a)synchronous clients and measure their impact on cold and warm start times.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
Northern Engraving | Modern Metal Trim, Nameplates and Appliance PanelsNorthern Engraving
What began over 115 years ago as a supplier of precision gauges to the automotive industry has evolved into being an industry leader in the manufacture of product branding, automotive cockpit trim and decorative appliance trim. Value-added services include in-house Design, Engineering, Program Management, Test Lab and Tool Shops.
Northern Engraving | Nameplate Manufacturing Process - 2024Northern Engraving
Manufacturing custom quality metal nameplates and badges involves several standard operations. Processes include sheet prep, lithography, screening, coating, punch press and inspection. All decoration is completed in the flat sheet with adhesive and tooling operations following. The possibilities for creating unique durable nameplates are endless. How will you create your brand identity? We can help!
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
To fill this gap, we propose adapting mutation testing (MuT) for task-oriented chatbots. To this end, we introduce a set of mutation operators that emulate faults in chatbot designs, an architecture that enables MuT on chatbots built using heterogeneous technologies, and a practical realisation as an Eclipse plugin. Moreover, we evaluate the applicability, effectiveness and efficiency of our approach on open-source chatbots, with promising results.
Must Know Postgres Extension for DBA and Developer during MigrationMydbops
Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
Twitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
Facebook(Meta): https://www.facebook.com/mydbops/
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectorsDianaGray10
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
The presentation culminates in a live demonstration. We'll showcase the manipulation of Galileo's Open Service pilot signal, simulating an attack on various software and hardware systems. This practical demonstration serves to highlight the potential consequences of unaddressed vulnerabilities, emphasizing the importance of offensive security practices in safeguarding critical infrastructure.
Discover top-tier mobile app development services, offering innovative solutions for iOS and Android. Enhance your business with custom, user-friendly mobile applications.
1. Knowledge, Innovation and Business Agility improvement
through Collaboration
Knowledge, Innovation and Business
Agility with Enterprise 2.0
Collaboration
Fyronic - fyronic.com – Ten broucken 38 – 8700 Tielt – Belgium +32 (0)475 81 77 97 – info@fyronic.com
2. Knowledge, Innovation and Business Agility improvement
through Collaboration
Enterprise 2.0
This document describes what Enterprise 2.0 is and how Fyronic uses the concepts and
tools named under Enterprise 2.0 to help organizations to improve knowledge, innovation
and business agility.
Situation
More and more companies struggle with the overload of data and information in
documents, mails, intranets, websites, the internet and other information and
communication channels. Every company has its own plethora of Office documents,
databases, PDF documents, spreadsheets, audiovisual media, …
Tools like Content and Document Management systems offer only part of a solution by
centralizing those documents and information. These solutions are valid for documents in
several formats but not for information which can be found in mails, chats, blogs, project
planning tools, ERP, CRM and other systems.
Next to that, mobility has become ubiquitous. Teams are working together from different
locations (from home, from another office, while travelling towards other locations …). This
means that there is a great need for the information to be available anywhere at all times.
Thirdly, we also see that the new generation of employees is “digital native”. These people
grew up with Internet, connectivity, mobility tools, chats, social networks, YouTube, … This
generation understands perfectly that the information that can be found on these networks
could be of value and that cooperation leads to more creativity, more productivity and in the
end more success.
4. Web 2.0 has bundled the possibilities that the internet already possessed and it offers
new ways of communication, establishment of communities and rich internet applications
leading to unlimited possibilities for the web users to collaborate and share ideas.
The success story of social networks like Facebook and LinkedIn are only a few examples.
Fyronic - fyronic.com – Ten broucken 38 – 8700 Tielt – Belgium +32 (0)475 81 77 97 – info@fyronic.com
3. Knowledge, Innovation and Business Agility improvement
through Collaboration
The story of Wikipedia is a clear example that communities have a world of knowledge and
that this knowledge can be registered, managed and shared.
The creativity and innovation that emerges in these communities is tremendous and tools
like Drupal and other open source developments are proof of this.
Fyronic - fyronic.com – Ten broucken 38 – 8700 Tielt – Belgium +32 (0)475 81 77 97 – info@fyronic.com
4. Knowledge, Innovation and Business Agility improvement
through Collaboration
The concept
What are Enterprise 2.0 and Enterprise Social software?
The web used to be an information platform from where companies and people could
retrieve information.
In the last few years it has become more and more an application platform where people
interact, create and innovate.
Called Web 2.0, it was the rise of the web as a platform of communities and participation.
Blogs, Wiki’s, social networking, tagging, social bookmarking etc. are all hugely successful
tools that enable people to have a voice and create their own space online. It allows people
to work together from all over the world.
It’s about participation and interaction.
The user has control and chooses the content he/she want.
Fyronic - fyronic.com – Ten broucken 38 – 8700 Tielt – Belgium +32 (0)475 81 77 97 – info@fyronic.com
5. Knowledge, Innovation and Business Agility improvement
through Collaboration
“Enterprise 2.0 is Web 2.0 for the organization. “
Web 2.0 tools are now mature and being used inside the organization for a number of
years in big international organizations like, IBM, Cisco, Pfizer etc.
Enterprise 2.0 is the use of web 2.0 tools in the organization for collaboration and sharing
knowledge, technologies like wikis, blogs, social networking, mashups, RSS, tagging,
folksonomies etc.
You can find a few definitions concerning Enterprise 2.0 below:
According to Wikipedia:
“Enterprise social software, also known as Enterprise 2.0, is a term describing social
software used in "enterprise" (business) contexts. It includes social and networked
modifications to company intranets and other classic software platforms used by large
companies to organize their communication. In contrast to traditional enterprise
software, which imposes structure prior to use, enterprise social software tends to
encourage use prior to providing structure.”
Andrew McAfee, Associate Professor, Harvard Business School, defines Enterprise 2.0 as
“The use of emergent social software platforms within companies, or between
companies and their partners or customers.
• Social software enables people to rendezvous, connect or collaborate through
computer-mediated communication and to form online communities.
• Platforms are digital environments in which contributions and interactions are
globally visible and persistent over time.
• Emergent means that the software is freeform, and that it contains mechanisms to
let the patterns and structure inherent in people’s interactions become visible over
time.
• Freeform means that the software is most or all of the following;
o Optional
o Free of up-front workflow
o Egalitarian, or indifferent to formal organizational identities
Fyronic - fyronic.com – Ten broucken 38 – 8700 Tielt – Belgium +32 (0)475 81 77 97 – info@fyronic.com
6. Knowledge, Innovation and Business Agility improvement
through Collaboration
o Accepting of many types of data
Social software for an enterprise must according to McAfee have the following
functionality to work well:
• Search: allow users to search for other users or contents
• Links: group similar users or content together
• Authoring: include blogs and wikis
• Tags: allow users to tag content
• Extensions: recommendations of users or content based on profile
• Signals: allow people to subscribe to users or content with RSS feeds
He recommends that the software must be easy to use and not impose any rigid structure
for users. The roll-out should be informal, but on a common platform to enable future
collaboration between areas. He also recommends strong and visible managerial support
to achieve this.
Enterprise 2.0 compared with other Enterprise Applications
Enterprise 2.0 offers new possibilities to share information, to collaborate in new and more
efficient ways and to absorb and to spread the acquired knowledge in a way that improves
the agility of the organization.
There are other domains in which gathering
information is the goal.
Domains that are closely related to Enterprise
2.0 are:
• CRM
• Document Management solutions
• (Enterprise, Web) Content
Management solutions
• Knowledge management solutions
• Groupware solutions
• Communication platforms (mail, chat,
voice)
• Solutions for planning and
Fyronic - fyronic.com – Ten broucken 38 – 8700 Tielt – Belgium +32 (0)475 81 77 97 – info@fyronic.com
7. Knowledge, Innovation and Business Agility improvement
through Collaboration
organization.
The typical functionalities in an Enterprise 2.0 solution are: Chat, email, (shared) calendar,
workspaces, document and content management, social networking functions, wiki’s,
blogs, social bookmarking, tagging.
What makes Enterprise 2.0 different is it is user centric not process or technology centric.
What Fyronic does:
“Fyronic helps organizations to harness the power of the new interactive web, WEB 2.0 and
Enterprise 2.0 concepts and tools to improve innovation, enhance business agility and
increase knowledge creation. Using existing tools Fyronic rebuilds the
intranet/extranet/website so it becomes an interactive collaboration platform”
In other words:
Fyronic offers solutions for companies who:
- Want to improve the creation, capturing and managing of information and knowledge
within their organization in the most efficient way
- Want to use their collective intelligence (knowledge) to the full extend.
- Want to raise the creativity of their teams to a higher level and therefore also foster
innovation.
- Want to increase collaboration and communication throughout the whole organization
Therefore we offer 3 service areas:
Consulting: We advise organizations on how to create a collaborative environment using
Enterprise 2.0 concepts.
To achieve that we approach the organization from 3 different angles:
Fyronic - fyronic.com – Ten broucken 38 – 8700 Tielt – Belgium +32 (0)475 81 77 97 – info@fyronic.com
8. Knowledge, Innovation and Business Agility improvement
through Collaboration
Organisation Culture : The HR factor
Processes : The Operations Factor
Technology : The Technology Factor
We give advice on each of these elements and how to bring them together to set up a
continuous improvement framework for knowledge, innovation and business agility
Organization Culture or Cultural Change management. Enterprise 2.0 centers on the user
and his/her job. It is mainly not about technology. The technology is merely the enabler of
the possibilities. It is the user’s creativity and action/interaction that activates the
collaboration platform. It is the users who bring value to the network.
Introducing these new ways of interacting and collaboration necessitates a change of
behaviour for many people. Sharing information and knowledge is in many organizations
not the norm.
Changing this culture is an important task in the success of an Enterprise 2.0 project.
Fyronic manages this cultural change and coaches people on how to use these tools to
create value for themselves and for the company.
Fyronic - fyronic.com – Ten broucken 38 – 8700 Tielt – Belgium +32 (0)475 81 77 97 – info@fyronic.com
9. Knowledge, Innovation and Business Agility improvement
through Collaboration
Processes or Implementation:
Business processes keep a business organized and efficient. For an Enterprise 2.0 project
to be successful, the use of these tools needs to integrate into the existing processes of the
organization.
Integrating these new ways of collaborating and the necessary existing business processes
is a key element and point of attention for any Enterprise 2.0 project.
Fyronic introduces these Enterprise 2.0 collaboration platforms in line with the existing core
processes.
Technology. Although Enterprise 2.0 isn’t mainly about technology, it is still the enabler of
the new collaboration paradigm.
Installation, configuration, integration of solutions and the development of the specific
functionalities within the company and the integration with other business applications like
ERP, CRM … are part of the equation. And they are an important part.
Choosing the right tools for the job is part of Fyronic’s offering and expertise.
Out-of-the-box solutions : there are a number of existing solutions that have all that is
needed to start with a collaboration platform in just a few days (at least, from a technical
point of view) Fyronic has selected some of these tools and tested them for functionality,
stability and flexibility. We offer them in a SaaS solution model and we can assist in on-
premise installation and configuration of them.
The tools we have selected so far are: SocialText, Cyn.in, Jive , BlueKiwi, Open Atrium
And we are continuously researching the market for other software platforms that allow for
better collaboration.
We are following the latest developments in Open Source and commercial software
regarding Enterprise 2.0, innovation and collaboration.
Fyronic - fyronic.com – Ten broucken 38 – 8700 Tielt – Belgium +32 (0)475 81 77 97 – info@fyronic.com
10. Knowledge, Innovation and Business Agility improvement
through Collaboration
Introduction to Implementing Enterprise 2.0 for Innovation and
collaboration.
Before you can start implementing any tool for collaboration, you need to assess whether
the organization is ready to deal with the consequences of such a new environment.
Web 2.0 and Enterprise 2.0 collaboration platforms can have a profound impact on the
organization. They change the way people interact, collaborate and communicate but they
have an impact on how authority is perceived too. And for this reason alone, they can
change the relationship between employer and employee.
So, in order for an Enterprise 2.0 project to succeed, you need to know whether the
organization is ready to accept the prerequisites and consequences of such a project.
Secondly you have to assure that you have a change management framework that can
deal with the upcoming changes of the new environment.
Finally, assessing the benefits and risks involved in an Enterprise 2.0 project and the
potential impact on the organization is also a necessary exercise. Defining and addressing
the benefits and risks will make it easier to counter potential problems while implementing
and it helps to keep in mind what the goals are.
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11. Knowledge, Innovation and Business Agility improvement
through Collaboration
The Implementation framework (*)
(*) This implementation model is derived from Ross Dawson’s Enterprise 2.0 Implementation Framework, in his
book: Implementing Enterprise 2.0. His book can be found here: http://implementingenterprise2.com/
There are 4 phases in an Enterprise 2.0 implementation plan that iterates to generate a
continuous stream of innovation, knowledge building and agility.
1. Assess & define
2. Create & enable
3. Deploy & support
4. Adopt & learn
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12. Knowledge, Innovation and Business Agility improvement
through Collaboration
Assess & define
Understanding business drivers for Enterprise 2.0
Why does the organization consider Enterprise 2.0, is the first question one
should ask. Enterprise 2.0 has many benefits and impacts businesses on
various levels but what does the organization expect from a collaboration
platform?
• Is it the ongoing acceleration of the business environment that is the
main driver for change?
• Or is it the fact that we operate more and more in a global arena instead
of a local space?
• Do you want to leverage on the creativity of your teams, partners
customers and be able to innovate faster?
• Or is it increasing business flexibility towards the rapidly changing
environment?
Whatever the reason, and there can be several, they should be mapped to the
key benefits that an Enterprise collaboration platform can bring to the
organization:
• Improved internal collaboration
• Improved external collaboration and communication
• Greater efficiency
• Centralize information from otherwise decentralized systems (like email)
• Greater mobility of staff and ability to handle distributed work
• Faster and more innovation
• Improved external and internal reputation of the organization
• Better use of the collective intelligence of the organization
• Increased business agility (shorter decision processes, faster
communication, better innovation … )
Identify risks and barriers
With every change, there are risks involved. But not changing implies potentially
an even greater risk. (think about losing competitive advantage, loss of
reputation, decrease of potential of hiring new talent , proliferation of information
systems, unauthorized use of external tools etc.)
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13. Knowledge, Innovation and Business Agility improvement
through Collaboration
Identifying risks and addressing them is an important part of any major project. It
is no less important when introducing an Enterprise collaboration platform into
the organization.
Some of the risks that need to be addressed are:
• Perceived Loss of control
• Altered employer-employee relationship
• Concerns about reputation
• Risk of Productivity loss
• Reliability of the solutions
• Security of the solutions
• Use of IT resources.
Undoubtedly these are all concerns or risks, but when addressed properly they
can be anticipated and minimized or countered.
Define and prioritize business applications of Enterprise 2.0
When starting with a plethora of possible applications (=uses) it is important to
define what to do first. Not all applications will fit the organization or will be
successful.
Finding the business use with most relevance and potentiality for success is key
in the start of the project.
Create & Enable
Define vision & goals
When it is acknowledged that the organization is ready for the potential changes
that an enterprise collaboration platform can evoke, defining the vision and goals
for the project is the next stage.
It is the translation of the business applications, risk assessment and
expectations into concrete goals for the chosen applications.
When setting goals like improvement of knowledge management or innovation
rate increase, it is not easy to define metrics for evaluation. It is therefore
advisable to translate these intangible goals into more tangible, measurable
goals.
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14. Knowledge, Innovation and Business Agility improvement
through Collaboration
Setup governance & policies of use
Whether you believe in a bottom-up approach or a top-down approach, it is
always good practice to think about a governance structure when rolling out a
companywide project.
Typical governance elements are:
Assign a project manager
Establish a sponsor that can take decisions
Identify the stakeholders and their interests.
Identify key project risks
Define and communicate policies.
Set IT guidelines in line with IT architecture
Because Enterprise collaboration platforms introduce easy tools for
communication, it is wise to take enough time to consider what communication
guidelines/policies need to be in place internally and externally.
Especially when Enterprise 2.0 tools are being used with customers, partners or
other external parties, the responsible department for communication should be
involved. As with email there is always the risk that someone says something
inappropriate. But worse than saying something inadvertently wrong is not
having a strategy for dealing with it when it occurs.
Create business case and select pilot
To justify the project in terms of time, costs, resources etc. it might be relevant to
write down the business case.
It depends however on the organization’s culture regarding documentation and
formalization of processes. If the pilot is small scale or if the organization is used
to working in an ‘agile’ fashion, as in agile development, then a business case
might not be necessary.
If you do write a business case, consider including these topics:
• Reference - Project name/reference, Origins/background/current state
• Context - Business objectives/opportunities, Business strategic alignment
(priority)
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15. Knowledge, Innovation and Business Agility improvement
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• Value Proposition - Desired business outcomes, Outcomes roadmap,
Business benefits (by outcome), Quantified benefits value, Costs/ROI
Financial scenarios, Risks/costs of not proceeding, Project risks
• Focus - Problem/solution scope, Assumptions/constraints, Options
identified/evaluated, Size, scale and complexity assessment
• Deliverables - Outcomes, deliverables and benefits planned,
Organizational areas impacted (internally and externally), Key
stakeholders, Dependencies
• Workload - Approach, Phase/stage definitions (Project (change)
activities, Technical delivery activities, Workload estimate/breakdown,
Project plan and schedule, Critical path)
• Required resources - Project leadership team, Project governance team,
Team resources, Funding
• Commitments (required) - Project controls, Reporting processes,
Deliverables schedule, Financial budget/schedule
Deploy & support
Select software platform and deploy
The selection of the software platform or the Enterprise Collaboration platform
should be in line with the goals and the expectations that the stakeholders have.
One of the key aspects of Enterprise 2.0 tools is that they allow for
experimenting. Emergence is an important element in the evolution of an
Enterprise 2.0 collaboration platform.
Nevertheless, it is important to at least in the beginning set goals for use and be
aware of the expectations.
Even though Enterprise 2.0 is not mainly about the technology, it is the base on
which the whole environment is going to be built on. This makes it fairly
important, not only functionally but surely (and perhaps even more so)
technically.
Some basic considerations when choosing the platform:
Functionality, easy of use, scalability, stability, security, maintainability and
interoperability should at least be considered.
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After choosing, deployment is the next step. Deployment means more than
installing the software and configuring it. It also includes training the people to
use it (most important!) and setting up a support system for when users have
questions or when there is a technical problem.
To make sure people are interested in using the new environment, a good
practice is to sell it internally.
Creating an actual marketing plan to sell the platform internally can help
adoption quite a lot. It is well worth the effort.
Find and support advocates
Adoption will happen when people find ways to use the platform in ways you
have not foreseen.
Before you arrive at that though, you’ll have to make a start with ensuring that
you find the people who are eager to use it and do so.
Adoption doesn’t come overnight. It needs to be nurtured and guided. It needs to
be supported. The advocates are your best bet that more and more people will
participate.
To help your advocates on their way, it helps to give them a head start.
You shouldn’t leave them to start with a blank slate.
Here are some starters:
Activate the collaboration environment by defining some specific tasks to
perform by using it.
Fill it up. Don’t let them start on a blank page.
Involve management and senior management. They should give the
example.
Make work easier, not harder. People will not use a tool freely if it makes
their work harder.
Encourage formulating opinions and express thoughts on professional
topics.
Develop communities to breed ideas
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Leverage advocates and senior management participation
Once you have found your advocates and support them in creating an
environment that allows for sharing and participation, you should involve senior
management.
In the adoption process, senior management has a guiding role. It must show
that participation is encouraged. It also shows that openness is appreciated.
There’s another role for management and senior management and that is
leadership. More than ever, it will become necessary for management not only
to manage resource but to lead people. But that’s another topic all together.
Adopt & learn
Learn from pilots/projects
When pilots or projects are running and a proper governance structure has been
set up, pilots and projects will generate a lot of interesting lessons from each
iteration.
From each success and from each failure lessons can be drawn for the next
iteration or the next project.
Experimenting with uses for Enterprise 2.0 tools is a necessary element in the
continuous improvement of the organization (remember Kaizen).
Identify & leverage success stories
When a project or pilot is successful it should be studied to determine what
made it successful.
They should be used as examples to further drive adoption and to serve as
creative triggers for other projects or business applications.
Drive adoption and cultural change programs.
As said earlier: adoption doesn’t come overnight. It is a process that takes time.
From past experiences with technology implementations and adoption thereof, it
has been long established that there are different phases in technology
adoption:
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Technology Adoption Phases
Enterprise 2.0 adoption will not be much different. The innovators are the people
introducing the new concepts and tools and the advocates are amongst the
innovators and early adopters. When the first business cases have been
completed successfully the next project might get the early majority with them,
but only if adoption and cultural change programs are in place and relentlessly
pursued. Then the rest of the organization will follow, even if not willingly in
some cases.
Benefits.
There are many benefits of an Enterprise Collaboration platform both tangible and intangible.
In most organizations the decreased stream of inefficient email traffic is one of the most visible
benefits. Or in other cases, the fact that communication and information about projects, topics,
etc are kept in one place instead of spread over different systems.
Just a few other benefits that have been observed in Enterprise 2.0 projects:
- Productivity & efficiency improvement
- Faster innovation & product development
- Reduced information overload (email, intranet)
- Better and faster internal communication
- Greater staff engagement
- More collaborative behavior
- Enhanced knowledge management
- Increase brand visibility & reputation
And there are more…
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Return on Investment:
What I did not cover in this paper is ROI. It is surely an important topic in the equation of
Enterprise 2.0 project success. But I feel it deserves a paper in itself. And I would not do justice
to the complexity of ROI calculation if I would include it in this paper.
For completion, let me say that it is possible to calculate the ROI of Enterprise 2.0 project up to
a level. But when it comes to measuring the return of intangible benefits like: enhanced
knowledge creation and use, or the impact of a faster innovation rate on the bottom-line, it
becomes difficult and even impossible to calculate this return directly.
If goals are set properly, meaning that when setting them the measurability has at least been
taken into consideration, then the success of a pilot or project can be measured against these
goals. What the impact is on intangible assets like the ones mentioned before will perhaps
become clear in part, when the profit margins are calculated and compared with pre-Enterprise
2.0 investments.
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About the author:
Franky Redant, Founder of Fyronic
The easy way to find out about the author and founder of Fyronic is to
go to LinkedIn. (http://www.linkedin.com/in/frankyredant)
You’ll find a full profile there.
And here’s a summary.
Franky Redant has been involved in Internet companies from the
early days of the Internet in Belgium, since 1993. He co-founded the first web-building
company in Belgium called The Reference. For the ten years following, he evolved from
system engineer and developer to project and program manager to finally COO and CIO of one
of most successful Internet businesses in Belgium at that time.
During that period he also co-founded several other companies involving an Internet news
service, a search-engine and portal project and a software application vendor building a suite
of applications to enable the mobile web. He also co-founded Nonillion, a software service
company focusing on front-end and back-end software development for web platforms (CRM,
CMS, webservices etc.) where he was COO and CIO again. He also led the Bulgarian sister
company Nonillion Bulgaria as a CEO.
With his Operations, Quality Assurance and IT background and his expertise with how
knowledge workers collaborate and innovate in a company environment, he helps
organizations to become more effective and efficient using Web 2.0 and Enterprise 2.0
concepts and tools.
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Contact us:
We’re always happy to give a one-hour introduction on Collaboration with Enterprise 2.0
and to explain how this leads to knowledge, innovation and business agility improvement.
You can find us at:
Fyronic.com
Ten Broucken 38
8700 Tielt
Belgium
+32 475 81 77 97
franky@fyronic.com
You can also follow Fyronic and the author on:
Twitter: http://twitter.com/franky_redant
Facebook: http://www.facebook.com/pages/Fyronic/119906781356910
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