Social BPM fuses BPM practices with social networking applications, with the aim of enhancing the enterprise performance by means of a controlled participation of external stakeholders to process design and enactment. The purpose of this participation is the exploitation of the operational value of the company, hidden within the personal behaviours and relations. In the presentation we address three main points:
- The motivation and requirements associated with Social BPM
- The concrete objectives that organizations can earn in terms of efficiency improvement, including: exploitation of weak ties and implicit knowledge; increase of transparency in process execution; user participation and engagement; distribution of decision and activity execution; feedback collection; and knowledge sharing
- The status of the Social BPM offer and the coverage of the above objectives
For each objective, pros and cons of the various solutions are discussed and concrete examples are used for describing the problem. Practical and innovative techniques are introduced too (e.g., crowdsearching, gamification, social network analysis, extended BP modeling notations, agile cycles for process improvement).
Model-driven Development of Social Network-enabled ApplicationsMarco Brambilla
Social technologies are transforming the Web to a place where
users actively contribute to content production and opinion making. Social
networking requirements are becoming a core part of the needs of modern
enterprises too, which need ad-hoc Web platforms that incorporate the right
set of social features for their business. This leads to the need to provide facilities
and methods for developing such socially enabled applications. In
this paper we propose a model-driven approach that is specifically focused
on the development of Web applications that exploit social features. In particular,
we describe an extension of the WebML notation (a Domain Specific
Language designed to model Web applications), comprising a set of
modeling concepts that encapsulate the logic of the interaction with the social
platforms. Upon this, we define a set of design patterns that respond to
the typical needs of enterprises and we show some sample application scenarios.
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.
The document discusses social collaboration using HyperOffice Social. It introduces social collaboration as applying social media concepts to core business problems like collaboration. HyperOffice Social achieves a balance between collaboration tools and social media by combining their benefits, allowing structured business data and conversations while encouraging sharing. The software's features include social messaging, activity walls, and attaching business documents and records to conversations for context.
Ernst & Youngin Liiketoiminnan lait -seminaari 14.2.2013 Helsingissä, Peter k...EY Finland
Turvallinen ja tehokas sosiaalinen media, Social media’s impact on a company’s operations, Peter Katko, Partner, Head of IP/IT Law, Ernst & Young Germany
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 social media analysis of the Rugby World Cup Twitter account @RugbyWorldCup. It provides statistics on the account's followers, most influential followers, social media footprint, country distribution of followers, and analysis of its YouTube channel. The presentation also discusses iGo2 Group, a social business solutions company, and how it can help organizations leverage social media through strategies, intelligence, and community building.
Model-driven Development of Social Network-enabled ApplicationsMarco Brambilla
Social technologies are transforming the Web to a place where
users actively contribute to content production and opinion making. Social
networking requirements are becoming a core part of the needs of modern
enterprises too, which need ad-hoc Web platforms that incorporate the right
set of social features for their business. This leads to the need to provide facilities
and methods for developing such socially enabled applications. In
this paper we propose a model-driven approach that is specifically focused
on the development of Web applications that exploit social features. In particular,
we describe an extension of the WebML notation (a Domain Specific
Language designed to model Web applications), comprising a set of
modeling concepts that encapsulate the logic of the interaction with the social
platforms. Upon this, we define a set of design patterns that respond to
the typical needs of enterprises and we show some sample application scenarios.
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.
The document discusses social collaboration using HyperOffice Social. It introduces social collaboration as applying social media concepts to core business problems like collaboration. HyperOffice Social achieves a balance between collaboration tools and social media by combining their benefits, allowing structured business data and conversations while encouraging sharing. The software's features include social messaging, activity walls, and attaching business documents and records to conversations for context.
Ernst & Youngin Liiketoiminnan lait -seminaari 14.2.2013 Helsingissä, Peter k...EY Finland
Turvallinen ja tehokas sosiaalinen media, Social media’s impact on a company’s operations, Peter Katko, Partner, Head of IP/IT Law, Ernst & Young Germany
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 social media analysis of the Rugby World Cup Twitter account @RugbyWorldCup. It provides statistics on the account's followers, most influential followers, social media footprint, country distribution of followers, and analysis of its YouTube channel. The presentation also discusses iGo2 Group, a social business solutions company, and how it can help organizations leverage social media through strategies, intelligence, and community building.
The document provides an overview of the social media ecosystem in three main categories:
1) Content marketing platforms and publishers that enable content sharing and commerce. 2) Listening platforms and social advertising networks that help analyze social media conversations and target ads. 3) Social business software that facilitates internal and external collaboration through social networking and customer engagement.
Montressa L. Washington gave a presentation on using crowdsourcing, collaboration and Web 2.0 tools to enhance project management. She discussed how Enterprise 2.0 allows for new collaboration patterns through tools like wikis, blogs and social networks. Examples were given of how crowdsourcing, collaboration and social media can be used in project management, such as using ideation platforms for crowdsourcing ideas and online communities to facilitate collaboration. Web 2.0 tools like social bookmarks and profiles can also help with knowledge sharing and finding expertise.
Crowdsourcing and social media provide new opportunities for companies to engage customers. Social networks allow users to discuss, review, and generate knowledge about products. Companies can use crowdsourcing platforms and social media to gain insights, generate ideas from customers, and test products and promotions. While consumers are increasingly active online generating content and reviewing products, companies must tap into this potential through social media engagement.
The document provides guidelines for developing effective social media policies for companies and employees. It discusses balancing open communication with protecting proprietary information. It also emphasizes the importance of an inclusive process to create guidelines that reflect the organization's culture. The document details Cision's process for creating their social media guidelines and the nine guidelines they developed, which focus on transparency, professionalism, respect, and protecting confidential information.
Closed vs. open – the battle for the social enterprise | buzzientTBJ Investments, LLC
The document discusses the debate between closed vs open systems approaches for social enterprise applications. Closed approaches involve acquiring social media capabilities and integrating them exclusively within a single host application, while open approaches allow leveraging social data across multiple existing business applications from a single social platform. Most application vendors currently take a closed approach, similar to Apple, while an open approach is advocated that is more like Android in providing consistency across applications. The open approach taken by Buzzient allows customers to leverage social capabilities within their existing applications from a single platform.
Using Social Media for Continuity & Emergency ManagementGeorges Cowan
Use Enterprise Secured Social Media for Continuity and Emergency Management presented at BCI Saskatchewan Forum on 2011-03-14 webinar (second part following introduction on same subject) by Georges Cowan
Community and customer service are closely intertwined. Community managers gain insights from customer service to better understand customers and improve the community experience, while customer service benefits from the feedback and engagement fostered in online communities. The two work together to provide excellent customer experiences.
Share2B is an enterprise social network (ESN) software that combines social networking features with traditional business applications like CRM to allow knowledge workers to better collaborate across locations. The document discusses how ESNs can address limitations of email and separate collaboration tools by integrating social features into existing business processes. It provides statistics on enterprise adoption of ESNs and describes the SugarCRM connector that allows SugarCRM users to connect their CRM data and activities to Share2B's social networking and collaboration features.
Social networks have revolutionized consumer behavior by allowing people to connect, share content, and influence each other online. Billions of people now spend significant time on social media sites like Facebook and YouTube each month. As social networks grow in popularity across demographics, brands must recognize their importance. Consumers now expect brands to have a social media presence where they can receive advice from peers, engage with the brand, and influence its products and services. Most major companies have acknowledged this shift and now actively use social networks like Twitter and Facebook.
Digital workplace, a transformational frameworkJane McConnell
The document discusses the digital workplace and its transformation of organizations. It addresses fundamental questions around embedding the digital workplace into organizations, balancing freedom and framework, and determining ownership. It identifies 3 realities: decision-making is fragmented, stakeholders are losing control, and the mobile dimension is changing expectations. It proposes 3 action areas to build a holistic view, support stakeholders, and lead change through the digital transformation.
The document provides an overview of online community management. It discusses what an online community is, leading platforms for online communities, the roles and responsibilities of an online community manager, steps for setting up an online community, factors that contribute to a successful online community, techniques for promoting an online community, considerations for managing an online community, and trends for the future of online communities.
Social Media in companies - full research reportFabio Cipriani
1) The document discusses a survey conducted by Deloitte on social media use in Brazilian companies.
2) It found that about 70% of Brazilian companies have started using or monitoring social media. However, many are not fully implementing social media or understanding its full benefits and risks.
3) The most popular social media tools used by companies are social networks and Twitter, primarily for marketing, advertising, and brand monitoring. However, companies still do not fully exploit social media's potential for opportunities, customer support, and innovation.
- Analytic tools like the Digital IQ Index and Klout/PeerIndex measure a website's online performance and social media influence by evaluating factors like social sharing and mentions. These can help hotels understand their digital marketing effectiveness.
- The article discusses new social media and analytic services that were launched over the summer, providing new opportunities for hoteliers to improve their online marketing strategies.
- It summarizes major digital trends from the previous month, including the introduction of the Social Business Index by Dachis Group, which measures how "social" companies are through factors like social sharing and influence, similar to Klout for individuals.
This document proposes a conceptual framework for the early design of "infosuasive" web applications, which aim to both inform and persuade users. The framework is intended to help integrate the perspectives of various stakeholders in the design process. It takes a value-driven approach, focusing on how design elements can fulfill communication goals and support desired values for target users. The framework places this analysis in the context of requirements engineering, relating it to analyzing business values, user needs, and technical factors. It then discusses how communication values and goals impact design dimensions like content, information architecture, interaction, operations, and layout.
CIC 2011 White Paper: From Social Media to Social Business Topic 1: An Overvi...Kantar Media CIC
The document provides an overview of the evolution of social media in China. It discusses:
1) The global development of social media and how China has followed similar trends, with social media becoming a major part of people's online lives.
2) The unique landscape of China's social media, which includes platforms like Weibo, QQ, and BBS sites that have flourished locally.
3) The history and stages of development of social media in China, from initial incubation in the 1990s to current proliferation and a revolution driven by the integration of social media and business.
This document discusses the rise of social business and how customer engagement is evolving. Some key points:
- Pervasive connectivity, new platforms, mobility, and openness are driving changes in how customers interact and engage with businesses.
- Customers have migrated to social networks and mobile apps while many companies have fallen behind in these new channels.
- Engagement through social and mobile apps will continue growing rapidly and become the most important channels, especially for those under 30.
- Companies need new strategies to effectively reach customers across the many fragmented channels and see benefits like reduced costs, improved satisfaction, and increased revenues.
Digital User Experience Strategies: A Roadmap for the Post 2.0 WorldJeromeNadel
This white paper discusses user experience strategy as the center of an effective business model and why usability practitioners need to evolve from methodologists to strategists.
A BPMN-based notation for SocialBPM. BPMN workshop 2011Marco Brambilla
Social networking is more and more considered as crucial for helping organizations harness the value of informal relationships and weak ties, without compromising the consolidated business practices embedded in conventional BPM solutions. However, no appropriate notation has been devised for specifying social aspects within business process models. In this paper we propose a first attempt towards the extension of business process notations with social features. In particular, we devise an extension of the BPMN notation for capturing social requirements. Such extension does not alter the semantics of the language: it includes a set of new event types and task types, together with some annotation for the pool/lane levels. This notation enables the description of social behaviours within BPMN diagrams. To demonstrate the applicability of the notation, we implement it within the WebRatio BPM editor and we provide a code generation framework that automatically produces a process enactment Web application connected with mainstream social platforms.
This speech was given at the 3rd International Workshop on BPMN in Luzern, Switzerland.
McKinsey\'s fifth annual survey on the way organisations use social tools and technologies finds that they continue to seep into many organisations, transforming business processes and raising perforamnce.
Social BPM is a methodology that uses social networking principles to improve business process management projects by facilitating bidirectional communication across organizational boundaries. It combines web 2.0 tools with BPM to engage customers, partners, frontline workers and other stakeholders in process improvement activities. Key patterns of social BPM include collaborative process discovery, runtime process guidance using social media monitoring, allowing process users to provide feedback, and extending process development to more roles.
1) Traditional BPM is less effective for modern, knowledge-based companies that value flexibility over strict processes and boundaries.
2) Social BPM integrates social media and networks into business processes to encourage collaboration beyond organizational boundaries.
3) ProcessCodi is a new social BPM platform that will allow knowledge workers to start and engage with business processes using social tools and input from networks, with the goal of designing smarter working cultures.
The document provides an overview of the social media ecosystem in three main categories:
1) Content marketing platforms and publishers that enable content sharing and commerce. 2) Listening platforms and social advertising networks that help analyze social media conversations and target ads. 3) Social business software that facilitates internal and external collaboration through social networking and customer engagement.
Montressa L. Washington gave a presentation on using crowdsourcing, collaboration and Web 2.0 tools to enhance project management. She discussed how Enterprise 2.0 allows for new collaboration patterns through tools like wikis, blogs and social networks. Examples were given of how crowdsourcing, collaboration and social media can be used in project management, such as using ideation platforms for crowdsourcing ideas and online communities to facilitate collaboration. Web 2.0 tools like social bookmarks and profiles can also help with knowledge sharing and finding expertise.
Crowdsourcing and social media provide new opportunities for companies to engage customers. Social networks allow users to discuss, review, and generate knowledge about products. Companies can use crowdsourcing platforms and social media to gain insights, generate ideas from customers, and test products and promotions. While consumers are increasingly active online generating content and reviewing products, companies must tap into this potential through social media engagement.
The document provides guidelines for developing effective social media policies for companies and employees. It discusses balancing open communication with protecting proprietary information. It also emphasizes the importance of an inclusive process to create guidelines that reflect the organization's culture. The document details Cision's process for creating their social media guidelines and the nine guidelines they developed, which focus on transparency, professionalism, respect, and protecting confidential information.
Closed vs. open – the battle for the social enterprise | buzzientTBJ Investments, LLC
The document discusses the debate between closed vs open systems approaches for social enterprise applications. Closed approaches involve acquiring social media capabilities and integrating them exclusively within a single host application, while open approaches allow leveraging social data across multiple existing business applications from a single social platform. Most application vendors currently take a closed approach, similar to Apple, while an open approach is advocated that is more like Android in providing consistency across applications. The open approach taken by Buzzient allows customers to leverage social capabilities within their existing applications from a single platform.
Using Social Media for Continuity & Emergency ManagementGeorges Cowan
Use Enterprise Secured Social Media for Continuity and Emergency Management presented at BCI Saskatchewan Forum on 2011-03-14 webinar (second part following introduction on same subject) by Georges Cowan
Community and customer service are closely intertwined. Community managers gain insights from customer service to better understand customers and improve the community experience, while customer service benefits from the feedback and engagement fostered in online communities. The two work together to provide excellent customer experiences.
Share2B is an enterprise social network (ESN) software that combines social networking features with traditional business applications like CRM to allow knowledge workers to better collaborate across locations. The document discusses how ESNs can address limitations of email and separate collaboration tools by integrating social features into existing business processes. It provides statistics on enterprise adoption of ESNs and describes the SugarCRM connector that allows SugarCRM users to connect their CRM data and activities to Share2B's social networking and collaboration features.
Social networks have revolutionized consumer behavior by allowing people to connect, share content, and influence each other online. Billions of people now spend significant time on social media sites like Facebook and YouTube each month. As social networks grow in popularity across demographics, brands must recognize their importance. Consumers now expect brands to have a social media presence where they can receive advice from peers, engage with the brand, and influence its products and services. Most major companies have acknowledged this shift and now actively use social networks like Twitter and Facebook.
Digital workplace, a transformational frameworkJane McConnell
The document discusses the digital workplace and its transformation of organizations. It addresses fundamental questions around embedding the digital workplace into organizations, balancing freedom and framework, and determining ownership. It identifies 3 realities: decision-making is fragmented, stakeholders are losing control, and the mobile dimension is changing expectations. It proposes 3 action areas to build a holistic view, support stakeholders, and lead change through the digital transformation.
The document provides an overview of online community management. It discusses what an online community is, leading platforms for online communities, the roles and responsibilities of an online community manager, steps for setting up an online community, factors that contribute to a successful online community, techniques for promoting an online community, considerations for managing an online community, and trends for the future of online communities.
Social Media in companies - full research reportFabio Cipriani
1) The document discusses a survey conducted by Deloitte on social media use in Brazilian companies.
2) It found that about 70% of Brazilian companies have started using or monitoring social media. However, many are not fully implementing social media or understanding its full benefits and risks.
3) The most popular social media tools used by companies are social networks and Twitter, primarily for marketing, advertising, and brand monitoring. However, companies still do not fully exploit social media's potential for opportunities, customer support, and innovation.
- Analytic tools like the Digital IQ Index and Klout/PeerIndex measure a website's online performance and social media influence by evaluating factors like social sharing and mentions. These can help hotels understand their digital marketing effectiveness.
- The article discusses new social media and analytic services that were launched over the summer, providing new opportunities for hoteliers to improve their online marketing strategies.
- It summarizes major digital trends from the previous month, including the introduction of the Social Business Index by Dachis Group, which measures how "social" companies are through factors like social sharing and influence, similar to Klout for individuals.
This document proposes a conceptual framework for the early design of "infosuasive" web applications, which aim to both inform and persuade users. The framework is intended to help integrate the perspectives of various stakeholders in the design process. It takes a value-driven approach, focusing on how design elements can fulfill communication goals and support desired values for target users. The framework places this analysis in the context of requirements engineering, relating it to analyzing business values, user needs, and technical factors. It then discusses how communication values and goals impact design dimensions like content, information architecture, interaction, operations, and layout.
CIC 2011 White Paper: From Social Media to Social Business Topic 1: An Overvi...Kantar Media CIC
The document provides an overview of the evolution of social media in China. It discusses:
1) The global development of social media and how China has followed similar trends, with social media becoming a major part of people's online lives.
2) The unique landscape of China's social media, which includes platforms like Weibo, QQ, and BBS sites that have flourished locally.
3) The history and stages of development of social media in China, from initial incubation in the 1990s to current proliferation and a revolution driven by the integration of social media and business.
This document discusses the rise of social business and how customer engagement is evolving. Some key points:
- Pervasive connectivity, new platforms, mobility, and openness are driving changes in how customers interact and engage with businesses.
- Customers have migrated to social networks and mobile apps while many companies have fallen behind in these new channels.
- Engagement through social and mobile apps will continue growing rapidly and become the most important channels, especially for those under 30.
- Companies need new strategies to effectively reach customers across the many fragmented channels and see benefits like reduced costs, improved satisfaction, and increased revenues.
Digital User Experience Strategies: A Roadmap for the Post 2.0 WorldJeromeNadel
This white paper discusses user experience strategy as the center of an effective business model and why usability practitioners need to evolve from methodologists to strategists.
A BPMN-based notation for SocialBPM. BPMN workshop 2011Marco Brambilla
Social networking is more and more considered as crucial for helping organizations harness the value of informal relationships and weak ties, without compromising the consolidated business practices embedded in conventional BPM solutions. However, no appropriate notation has been devised for specifying social aspects within business process models. In this paper we propose a first attempt towards the extension of business process notations with social features. In particular, we devise an extension of the BPMN notation for capturing social requirements. Such extension does not alter the semantics of the language: it includes a set of new event types and task types, together with some annotation for the pool/lane levels. This notation enables the description of social behaviours within BPMN diagrams. To demonstrate the applicability of the notation, we implement it within the WebRatio BPM editor and we provide a code generation framework that automatically produces a process enactment Web application connected with mainstream social platforms.
This speech was given at the 3rd International Workshop on BPMN in Luzern, Switzerland.
McKinsey\'s fifth annual survey on the way organisations use social tools and technologies finds that they continue to seep into many organisations, transforming business processes and raising perforamnce.
Social BPM is a methodology that uses social networking principles to improve business process management projects by facilitating bidirectional communication across organizational boundaries. It combines web 2.0 tools with BPM to engage customers, partners, frontline workers and other stakeholders in process improvement activities. Key patterns of social BPM include collaborative process discovery, runtime process guidance using social media monitoring, allowing process users to provide feedback, and extending process development to more roles.
1) Traditional BPM is less effective for modern, knowledge-based companies that value flexibility over strict processes and boundaries.
2) Social BPM integrates social media and networks into business processes to encourage collaboration beyond organizational boundaries.
3) ProcessCodi is a new social BPM platform that will allow knowledge workers to start and engage with business processes using social tools and input from networks, with the goal of designing smarter working cultures.
[uengine.org] Process Codi: a social BPM or moreHannah Kim
1) Traditional BPM is less effective for modern, knowledge-based companies that value flexibility over strict processes and boundaries.
2) Social BPM integrates social media and networks into business processes to encourage collaboration beyond organizational boundaries.
3) ProcessCodi is a new social BPM platform that will allow knowledge workers to start and engage with processes using social tools and input from networks, helping to design smart working cultures.
Perspectives and impact of social BPM - SMAU 2011Marco Brambilla
This document discusses social BPM and its perspectives and impact. It motivates social BPM by addressing difficulties in capturing enterprise knowledge and rigid processes. It outlines levels of social BPM adoption and how social BPM impacts the BPM cycle through socialization, design, and enactment. Implementation scenarios are discussed regarding how much of the social platform to delegate versus implement internally. Current tools and technologies are reviewed along with a vision for social web and BPM integration. Challenges and advantages of social BPM are concluded.
From a presentation that I gave at the IRM BPM conference in London, September 2010, and at the Business Rules Forum/Building Business Capabilities conference in DC, October 2010.
The Future of BPM: Tips, Trends & Customer Pain PointsBonitasoft
Learn why many organizations are choosing BPM, and how BPM is driving changes within these organizations.
Through a special partnership with blogger and CTO, Steve Hamby, you will learn about the recent trends that has propelled the growth of BPM, and about the common problems BPM users run into.
Social CRM - Functional Architecture and Interactions FlowFabio Cipriani
Building long-lasting links with customer through innovative experience and co-generating value with them
Topics covered:
- Why Social CRM?
- Functional Architecture
- Flow and Value of Interactions
- What are CRM vendors doing to promote Social experience
- Pre-requisites and business questions
Why SharePoint 2010 may not be the Answer to the Social IntranetThomas Vander Wal
1) The document discusses whether SharePoint 2010 alone can provide an optimal social intranet solution and outlines other options to consider.
2) It notes that while SharePoint 2010 has strengths like existing use and integration, its social tools may require custom development expertise and it cannot handle all complex social interactions without additions.
3) The document compares options like social software built on or alongside SharePoint, plug-ins that integrate social features, and standalone social platforms to determine the best fit based on an organization's needs and SharePoint experience.
BLOOM Social Media: Navigating the Social Technology LandscapeDifferent Spin
Report author: Miranda Man, Social Business Strategist at BLOOM. Are you confused by social technology? Do you know your social media listening tools from your engagement tools? What is the difference between Yammer and Jive? How can I use these tools in my business?
To help, we are pleased to announce that we have written a report that provides an overview of a number of social tools. In this report, we have outlined use cases, case studies and key functionality. We will be looking at technology in the context of Social Business Intelligence (the progression from Social Media Marketing) and Enterprise 2.0.
Slides of the Keynote given by Piero Fraternali (BPM4People Project coordinator) at the Second International Workshop on Traceability and Compliance of Semi-Structured Processes (TC4SP2011) at BPM Conference in August 2011,Clermont-Ferrand, August, 2011
Social Tools for Business: Engage, Optimize, Collaborate
Social computing is pervasive. No matter what you do, social capabilities are now part of it. The question is how "social" fits into your business success and adds value to your daily efforts.
Embracing "socially generated/user-generated" content can benefit your organization both in an outwardly, customer-facing way as well as creating a valuable internal source of knowledge. It's the context behind the content that matters.
Lcty (Get Social) 2011 Keynote Pc March 2011pchandor
This document provides an overview of social business and how organizations can leverage social technologies. It discusses that the world is becoming more instrumented, interconnected and intelligent. A social business embraces networks of people to create value by being engaged, transparent and nimble. Examples are provided of how companies have driven value through social business approaches. An IBM social business framework and toolkit are outlined to help organizations transform into social businesses.
Social Cri Religence Confidential Part 1LindaSharpCRI
This document discusses how companies can gain advantage in the "Social Media Wild, Wild West" by building value-creating communities, understanding relationships better than competitors, and acting on that intelligence. It introduces the concept of Social CRI (Community Relationship Intelligence) as a way to achieve real-time operational control, tie relationships to profit, and gain sustainable competitive advantage. The document advocates measuring and managing communities using a unified CRI framework, consistent relationship metrics, and a deliberate process to develop customer relationships across their lifecycle.
This document discusses social media and its applications for customer service. It begins by defining social media and exploring its various uses, including informing customers, seeking help, inviting participation, celebrating customers, researching insights, and monitoring intelligence. It then examines ways social media can be used, such as sharing information, blogging, complaining, getting help, connecting to communities, and advertising. Finally, it proposes a social media maturity model to help organizations benchmark their social media capabilities and determine areas for improvement. The model evaluates factors such as employee competence, content management, cultural integration, community management, policies/procedures, metrics, technology architecture, tools, connectivity, vision/strategy, leadership, and governance.
From Campaigns to Community: Building Sustained Community EngagementDell Social Media
This document discusses building sustained community engagement through social media. It begins by discussing how trade was originally based on dialogue and relationships, but the Industrial Revolution ushered in an age of mass production, markets, and communication. Social media has grown enormously in the past decade. The document outlines Dell's journey with social media and how it can be useful across the customer lifecycle. It discusses the importance of building internal communities among employees and providing training. Finally, it provides guidance on planning for community engagement by articulating goals, researching customer needs, and prioritizing opportunities.
This document summarizes research on social capital and influence among online food influencers. It presents the research objectives, which include characterizing influential actors, examining their online networks, and understanding professional groups in social media. The methodology section describes data collection from online questionnaires, ego network analysis of social media profiles, and interviews. Preliminary results find that influential food bloggers online are often women passionate about cooking who have transformed their hobby into a profession. Analysis of YouTube videos and Facebook pages finds the most popular food channels and pages. The research aims to provide insights into how professional groups leverage social media.
Social media presentation alpesh doshi v1.2Alpesh Doshi
The document discusses how social media and social business will change businesses in the future. It defines social media as technologies that enable massive online communities, and social business as creating dynamic systems to improve value exchange among stakeholders. The document outlines how the social media landscape is growing and financial applications are emerging. It argues that social business will improve productivity, transparency, agility and profitability by connecting people internally and externally. Companies must build strategies to engage customers through social media and adapt their business models for the new ways of working enabled by social technologies.
The document discusses Dell's journey with social media and online communities. It summarizes that (1) Dell has established a Social Media and Community team to embed social media into the company, (2) Dell uses a holistic approach with centralized and distributed social platforms and tools to engage internal and external communities, and (3) Dell measures the business value and return on investment of social media across the customer lifecycle from awareness to support to sales.
The document discusses Dell's journey with social media and online communities over the past 5 years. It summarizes Dell's approach as embracing social media revolution and evolution by (1) establishing a centralized Social Media and Community team, (2) focusing on listening as the heart of its strategy, (3) creating a Social Media and Community University to train employees, and (4) developing tools like IdeaStorm and internal collaboration platforms. The document also notes Dell's focus on balancing business goals with customer needs and prioritizing engagement initiatives based on opportunities.
2020 Social Decoding The Social In Social CRM2020 Social
The document discusses social media and social CRM strategies. It provides examples of how Dell leveraged different social media platforms like blogs, forums, Facebook, Twitter, and ideation platforms to engage customers at different levels. It also summarizes Dell's social media policies and workflows. The document outlines Dell's evolution from reactive to proactive social media strategies and how they built online communities around shared interests. It compares old campaign-centric approaches to new community-centric approaches for scaling passion.
How to implement an effective Social Media StrategyPablo Peris
The document summarizes Pablo Peris's presentation on successful SharePoint portals and social intranets. It discusses lessons learned from implementing social intranets using SharePoint and third-party tools. It presents a case study of a successful social intranet implementation at Esade Business School that reduced email traffic, increased community creation and site visits. The presentation concluded with a demo video and the message that successful social intranet strategies involve reinforcing user habits, finding a unique approach, and creating an overall strategy rather than just implementing a product.
This presentation discusses the paradigm shift brought about by social and generational changes. It argues that companies must react to societal shifts but can plan for generational shifts in business models. It outlines how social technologies are changing interaction models and metrics, requiring companies to engage customers through social CRM and collaborative enterprise frameworks. The presentation advocates for putting collaboration at the center of business through communities, social business platforms, and by making knowledge workers the norm.
2020 Social Workshop on Social Media Strategy for CXOs2020 Social
The document outlines an agenda for a 2020 Social Workshop on social media strategy for CXOs. The workshop consists of 4 sessions: Introduction, Strategy, Tactics, and Wrap-Up. Session 1 provides an introduction to social technologies and how they are changing people and society. It discusses various social platforms and how to understand them. Session 2 focuses on social media strategy, including how marketing is evolving from a TV-centric model to a community-driven approach. Key concepts around building online communities and scaling passion are also presented.
The document discusses the need for strategic social business planning to address organizational challenges from social media use. It defines social business planning as transforming an organization by bridging external and internal engagement for shared stakeholder value. The key is creating value through stakeholder collaboration, process improvement, and product innovation both internally for employees and externally for customers. Building a social business requires focusing on people, processes, and platforms to drive cultural transformation across the entire organization from communications to human resources. The path involves internal and external alignment through training, collaboration, and developing social enterprise and brand programs.
Similar to Social BPM - Combining social Web and BPM for improving enterprise performance (20)
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
Letter and Document Automation for Bonterra Impact Management (fka Social Sol...Jeffrey Haguewood
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Social BPM - Combining social Web and BPM for improving enterprise performance
1. Social BPM
Combining Social Web and BPM for Improving
Enterprise Performance
Emanuele Molteni, WebRatio
Marco Brambilla, WebRatio and Politecnico di Milano
BPM Europe 2012, London - June 19th, 2012
2. Social BPM: The idea
Integrating social network tools and practices
with BPM for improving effectiveness
and efficiency of business processes
Social for BP design and improvement
Integration of social networks in BPM-based interfaces
Collecting feedback
Analysing streams
Social for BP participation and implementation
Integration of social networks in
BPM-based interfaces
Some tasks implemented through
social interaction instead of
traditional applications
– Social assignment of responsibility
– Escalation
– Task execution
– Destructured processes (vs. email)
3. Socialization goals
Weak Ties / Tacit Knowledge – eg. team formation
Knowledge sharing – eg. self-served tech support
Social Feedback – eg. quality monitoring
Transparency – eg. PA, government
Participation – eg. participatory budget
Activity distribution – eg. crowd-sourced tasks
Decision distribution – eg. social CRM
4. Social networks and tools
It’s not just about
Twitter
and
Facebook
Tens of categories
Hundreds of solutions
Different purposes
Source: http://www.theconversationprism.com/
5. Power to people! (How much?)
Internal user: enterprise user
formally enrolled in the
business processes
External users:
enterprise, thirdy-party or
final users whose social
interactions are exploited
within some business
activities
Empowere Enterprise Enterprise
No social d Enterprise Democracy
Only social
View
(internal users can (internal users (internal users have (all users interact on
(all users interact in
access the enterprise interact on the partial visibility ot the social platform, no
the Enterprise platform with enterprise platform access to the access to the social
platform, no social advanced interaction with the same contents on the contents from the
content or action) options with the interaction options social platform enterprise UI)
external ones, who of the external ones through the
access the social that interact with the enterprise UI)
platform) social platform)
Completely Completely based
indipendent from on social input
social input
6. Implementation: where & how
The questions are:
How much to delegate to the social platform?
How much to implement within the enterprise?
Community
Business Logic
User Interface
Social Enterprise
7. Impact on the BPM cycle
Social BPM
notation Socialization
design
Design patterns
Socialization
goals
Optimize Model
Deploy Model
Monitor transformation
Participatory &
social enactment
Execute Social BPM
architecture
8. Social BPM design patterns
As in the tradition of BPM design patterns, they capture
reusable solutions to recurrent socialization
requirements:
Dynamic enrollment
Poll
People / Skill search
Social content publication
Social sourcing (vs. crowdsourcing)
Progress notification
Ranking and commenting
9. Design patterns and goals
Socialization goals can be used as drivers for the
selection of the social BPM design patterns that are
more relevant to a process socialization effort
Weak Ties
Activity Decision Social
/ Tacit Transparenc Participatio Knowledg
distributio distributio Feedbac
Knowledg y n e sharing
n n k
e
Dynamic
X
enrollment
Poll X X
People / Skill
X X X
search
Social content
X X
publication
Social sourcing X
Progress
X
notification
Ranking and
X X X X
commenting
10. Social Extensions
Four main extensions to “orthodox” BPM thinking
Social Monitoring, addressing capturing of the social events within
the enterprise platform
Social Behavior, describing the possible social interaction activities
Social Content, specifying information which is shared or
produced in a social way
Social Access, describing the social platform properties, including
the access management options
11. Social BPMN extensions: Social Lane
Role type Description Icon
Internal performer Directly affects case and
activity progress
Internal observer May produce event and
artifacts that indirectly affect
case and activity progress
External observer Can be informed and
partecipate through social
network platform
12. Social BPMN extensions: Social tasks
Task Type Icon
Publish
Invite + Invite
Comment Comment
Vote Vote
Rank Rank
13. Publish and Invite tasks – different scopes
Audience scope Visual description Icon
Broadcast The task type icon with a
thick arrow pointing to the
social network audience
Invite to vote
on the poll
Multicast The task type icon with 3
small arrows pointing to the
social network audience
Invite to vote
on the poll
Unicast The task type icon with a one
single arrow pointing to the
social network audience
Invite to vote
on the poll
14. A simple example
Social generation of metrics for quality assessment of
government offices (PA sector)
Public Metrics
Local government office
Supervisor
Calculate
Identify Collect and
Evaluate weighted
public review votes and
all metrics evaluation Publish
metrics Publish metrics comments result evaluation
to citizens result
Social Network
Citizens
Vote on public
metrics Comment
16. A Method for Social BPM based on MDD
Model-driven approach to Process and software application models.
Social aspects are considered at the various levels and transformed to
running code.
Social Process Model Social Application Model
Vote
Invite
It is used to define: It is used to define:
•Social actors (e.g., Community Pools) •Exchange of user profiles from/to SN
•Social Activities (twittering, voting, following..) •Social data (e.g., shared content)
•Social events •Interface and components for social tasks (e.g., twittering,
voting, tagging, following)
Based on BPMN social design patterns Based on WebML social components
17. Techniques for (larger) social enterprise
Crowdsourcing
Game with a purpose / gamification
Datamining
18. Crowdsourcing example: knowledge retrieval
From individual information extraction (even upon enterprise
knowledge base) to friends, colleagues and experts feedback
Enterprise vs. general purpose
Emphasis on social or expertise relations more than anonymous
crowds Initial
query
Exploration
Exploratory step Human
Information Knowledge
Search
collection Search
Harvesting
System
(individual) System
(social)
Exploration
step
System API Social API
Database / Crowd /
IR index Community
20. Multi-platform deployment
Multiple social platform deployment
Advantages of model-driven development
Task Generated query template request
or knowledge harvesting
Embedded External Standalone
application application application
API
Social/ Crowd platform
Native
Embedding behaviours
Community / Crowd
21. Crowdsourcing task management problems
Task splitting: the collection is too complex relative to the
cognitive capabilities of users.
Task structuring: the task is too complex or too critical to be
executed in one shot.
Task routing: a task can be distributed according to the values of
some attribute of the collection.
User interaction: search tasks may imply complex UI design
Again, easier to be addressed
through a model-driven approach
22. Efficient development of crowdsourcing
Apply model-driven techniques to Social and Search:
MacroTask Description (BPMN)
M2M Transformation
MicroTask Description (BPMN)
M2M Transformation
User Interaction Model (WebML+ER)
M2T Transformations
Stand-alone Application embedded
application in social network
23. Gamification
The process of game-thinking and game mechanics to
engage users and solve problems
Turning user and employee experience into a game (including
reward for achievements) can produce behavior change
Typical structures: input agreement, output agreement, inversion
problem.
Symmetric or asymmetric participation
24. Gamification
The process of game-thinking and game mechanics to engage users and solve
problems
Turning user and employee experience into a game (including reward for
achievements) can produce behavior change
Typical structures: input agreement, output agreement, inversion problem.
Symmetric or asymmetric participation
26. Advantages
Faster response to customer perceptions (especially when not
explicitly shared with the company)
Flexibility in assigning tasks and executing models
Involvement/ participation: GWAP techniques work also in
enterprise
Indirect long-term advantages for enterprise (e.g., knowledge
base and sharing)
Direct advantage on the resources
27. Challenges
Skepticism
Enterprise attitude
Risk of loosing control
Perception of non-strategical role, not connected to personal
results
Tendency of crowdsourcing
Then, the otherquestionis: whatdoesbeing «Social» mean?Itdoesnotmeanonly to use Facebook or Twitter; there are tens of categories and hundreds of differentsolutions to answerthisneed. There are also BPM suitesthat just work on this new borderline just to mentionfew of them: IBM Blueworks Live, Appian and so on.