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.
White Paper - Social Office Portals and the Battle for Communities Newton Day Uploads
SOCIAL NETWORKING and the always on digital society change the business world. Organizations can no longer hope to chaperone all of the information workers require or by themselves resource the many business processes necessary to achieve strategic goals. The business world has become about collaboration, social networking, earning the trust of customers and business partners by opening up and sharing information. It’s a battle for hearts and minds; a battle for communities.
Communication and collaboration in the Enterprise 2.0 worldHuddleHQ
This white paper examines what Enterprise 2.0 is, how it impacts organizations across the globe and why IT departments and business users should gain an understanding of it to help better enable business collaboration. As well as providing real-world examples of how businesses use Enterprise 2.0 collaboration tools and services, this white paper provides advice on how to make the leap and introduce a new stream of work methodologies and cloud collaboration into your organization.
This document is a property of Microsoft Corporation.
Microsoft is defining a connected and forward-looking enterprise, the successful enterprise of the future.
White Paper - Social Office Portals and the Battle for Communities Newton Day Uploads
SOCIAL NETWORKING and the always on digital society change the business world. Organizations can no longer hope to chaperone all of the information workers require or by themselves resource the many business processes necessary to achieve strategic goals. The business world has become about collaboration, social networking, earning the trust of customers and business partners by opening up and sharing information. It’s a battle for hearts and minds; a battle for communities.
Communication and collaboration in the Enterprise 2.0 worldHuddleHQ
This white paper examines what Enterprise 2.0 is, how it impacts organizations across the globe and why IT departments and business users should gain an understanding of it to help better enable business collaboration. As well as providing real-world examples of how businesses use Enterprise 2.0 collaboration tools and services, this white paper provides advice on how to make the leap and introduce a new stream of work methodologies and cloud collaboration into your organization.
This document is a property of Microsoft Corporation.
Microsoft is defining a connected and forward-looking enterprise, the successful enterprise of the future.
The following short paper examines the growing Enterprise 2.0 market and the main shortcomings that currently prevent it from achieving its full potential.
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
My Specialties;
Practical HR and sourcing strategy | End-to-end recruitment process (talent acquisition) | Sourcing technology, social network
for recruitment, targeted selection and talent pipeline | Employer branding and recruitment campaign and channel.
The introduction slides to the CPD Programme entitled 'Web 2.0. The Times They Are a Changing' by Jim Hamill from Strathclyde University. They present a brief overview and introduction to Web 2.0 and Social Media.
More information about this program on the page:
http://www.strath.ac.uk/business/cee/cpd/web2
Harbor Research - Introduction to Smart Business & M2MHarbor Research
The Pervasive Internet and the new world of Smart Systems are ushering in an era where people, machines, devices, sensors, and businesses are all connected and able to interact with one another. As these previously disaggregated parties come together, new modes of collaboration and intelligence will abound fostering a trend that we call “Smart Business.” Machine-to- Machine communication (M2M) systems are merely the starting point. The development of the Pervasive Internet and the evolution toward Smart Business practices will enable a truly connected world. Inputs from machines, people, video streams, maps, newsfeeds, and sensors will be digitized and placed onto networks. This will lead to the convergence of the physical & virtual worlds, thus enabling collective awareness, creativity, and better decision making capabilities for societies that increasingly rely on real-time information and interactions. Many observers believe that this phenomenon will drive the largest growth opportunity in the history of business.
Smart Business Design In The Age of The Internet of ThingsHarbor Research
Are The Blind Leading The Vision-Impaired?
As networks have invaded the “physical” world, designers and engineers are seeing the growing values that come from communications within and between sensors and machines. Electronic, mechanical and other related subsystems that used to have unique interfaces and components are now becoming standardized. Efficient support of products and equipment is only the first benefit of this trend.
The convergence of collaborative systems and machine communications will enable entirely new modes of services delivery and customer interactions. This implies a total paradigm shift. The depth of this shift has begun to suggest itself, but it is by no means accomplished.
The implications are enormous. No product development organization will be able to ignore these forces, nor will their suppliers. Product and service design will increasingly be influenced by the use of common components and subsystems. Vertically defined, stand-alone product and application markets will become part of a larger “horizontal” set of standards for hardware, software and communications.
As it becomes easier and easier to design and develop smart systems, competitive differentiation will shift away from unique, vertically focused product features. The new focus will be on how the product is actually used -- how it fosters interactions between and among users in a networked context. All of these trends lead us to the simple question...
In its third annual report The Community Roundtable examines the continued evolution of the social business industry and analyzes best practices and lessons learned from industry leaders and practitioners. Based on insights gleaned from over 100 roundtable calls with members of TheCR Network, a membership-based peer network of community professionals, the 60+ page comprehensive report highlights artifacts, patterns and initiatives likely to occur as organizations evolve and mature their social business competency.
The following short paper examines the growing Enterprise 2.0 market and the main shortcomings that currently prevent it from achieving its full potential.
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
My Specialties;
Practical HR and sourcing strategy | End-to-end recruitment process (talent acquisition) | Sourcing technology, social network
for recruitment, targeted selection and talent pipeline | Employer branding and recruitment campaign and channel.
The introduction slides to the CPD Programme entitled 'Web 2.0. The Times They Are a Changing' by Jim Hamill from Strathclyde University. They present a brief overview and introduction to Web 2.0 and Social Media.
More information about this program on the page:
http://www.strath.ac.uk/business/cee/cpd/web2
Harbor Research - Introduction to Smart Business & M2MHarbor Research
The Pervasive Internet and the new world of Smart Systems are ushering in an era where people, machines, devices, sensors, and businesses are all connected and able to interact with one another. As these previously disaggregated parties come together, new modes of collaboration and intelligence will abound fostering a trend that we call “Smart Business.” Machine-to- Machine communication (M2M) systems are merely the starting point. The development of the Pervasive Internet and the evolution toward Smart Business practices will enable a truly connected world. Inputs from machines, people, video streams, maps, newsfeeds, and sensors will be digitized and placed onto networks. This will lead to the convergence of the physical & virtual worlds, thus enabling collective awareness, creativity, and better decision making capabilities for societies that increasingly rely on real-time information and interactions. Many observers believe that this phenomenon will drive the largest growth opportunity in the history of business.
Smart Business Design In The Age of The Internet of ThingsHarbor Research
Are The Blind Leading The Vision-Impaired?
As networks have invaded the “physical” world, designers and engineers are seeing the growing values that come from communications within and between sensors and machines. Electronic, mechanical and other related subsystems that used to have unique interfaces and components are now becoming standardized. Efficient support of products and equipment is only the first benefit of this trend.
The convergence of collaborative systems and machine communications will enable entirely new modes of services delivery and customer interactions. This implies a total paradigm shift. The depth of this shift has begun to suggest itself, but it is by no means accomplished.
The implications are enormous. No product development organization will be able to ignore these forces, nor will their suppliers. Product and service design will increasingly be influenced by the use of common components and subsystems. Vertically defined, stand-alone product and application markets will become part of a larger “horizontal” set of standards for hardware, software and communications.
As it becomes easier and easier to design and develop smart systems, competitive differentiation will shift away from unique, vertically focused product features. The new focus will be on how the product is actually used -- how it fosters interactions between and among users in a networked context. All of these trends lead us to the simple question...
In its third annual report The Community Roundtable examines the continued evolution of the social business industry and analyzes best practices and lessons learned from industry leaders and practitioners. Based on insights gleaned from over 100 roundtable calls with members of TheCR Network, a membership-based peer network of community professionals, the 60+ page comprehensive report highlights artifacts, patterns and initiatives likely to occur as organizations evolve and mature their social business competency.
The Business Case For Corporate Social Networks For O2David Terrar
Revised version of The Business Case for Corporate Social Netwoks - enterprise 2.0, social media for business, internally & externally, case studies - delivered to the O2 Corporate Advisory Council 24th and 26th November 2009
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 Content Manifesto (Gnostyx CIDM IDEAS Conference 2020)Joe Gollner
Touching on Digital Transformation, the economics of content, and the history of the content industry, this presentation concludes with a Content Manifesto - seven declarations that define how we, as an industry, should be talking about our work. At one and the same time, this talk is both traditional and radical. If the content manifesto is genuinely adopted then the implementations are massive as are the opportunities.
Blinkit (http://blinkit.co.il) is an Israeli social media and enterprise2.0 consulting and professional services firm. This presentation was presented in in march 2008 at the TheMarker COM.vention.
OpenText helps reduce physical paper storage, eliminate
duplication, provide management reporting, and streamline
end-to-end “invoice-to-settle” process times
EMP Designs Intranet to Emulate iPhone Interface using Open Text TechnologiesRich_C07
Unique user interface provides physicians with improved access to applications, an effective navigational structure, and a more personalized end user experience
Digital Asset Management System Saves Time, Improves Media Re-Use, and Reduces Risk
“One-touch, one-click downloads.
Quick keyword search. Contact Sheet. Simple navigation.
Sets and Collections. All over the internet.”
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
2. Leading the Cultural Shift to Enterprise 2.0
Contents
Enterprise 2.0: Culture and Technology in Tandem ................................................1
Cultivating Enterprise 2.0 Culture .............................................................................3
Leadership..............................................................................................................4
Championing Corporate Communications – Blogs..........................................5
Balancing Freedom and Control.............................................................................6
Making Enterprise 2.0 Safe..............................................................................9
Knowledge as Currency .......................................................................................10
Realising the Virtual Enterprise ............................................................................10
Business Drivers of Enterprise 2.0 .........................................................................12
Optimise Customer Service..................................................................................12
Enable Channels and Partnership Networks .......................................................12
Spot Opportunities in Unexpected Places ............................................................13
Cultivate Brand Engagement and Loyalty ............................................................13
Use Customer and Partner Communities.............................................................13
Manage Human Capital........................................................................................14
Provide Self-Service and Peer-to-Peer Empowerment........................................14
Protect and Value Corporate Memory ..................................................................14
Achieve Transparency and Corporate Governance .............................................15
Support the Virtual Enterprise ..............................................................................15
Empower the Frontline .........................................................................................15
Open Text and Enterprise 2.0 ..................................................................................16
Open Text and Social Computing............................................................................17
Targeted Content Delivery....................................................................................17
Success Stories from The Content Experts™ .......................................................18
Northrop Grumman Accelerates Employee Productivity ......................................18
STA Travel Reaches Out to New Markets ............................................................18
CARE Canada Empowers Women ......................................................................18
Conclusion.................................................................................................................19
Definitions..................................................................................................................20
Social Marketplace ...............................................................................................20
Social Workplace..................................................................................................20
Social Compliance................................................................................................20
About Open Text .......................................................................................................21
Connect People, Process and Content ................................................................21
The Content Experts: Learn from Shared Experience .........................................21
www.opentext.com i
3. Leading the Cultural Shift to Enterprise 2.0
Enterprise 2.0: Culture and Technology in
Tandem
Web 2.0 is becoming increasingly prevalent in the enterprise, especially as
organisations hire a new generation of employees who use these technologies in
their personal lives and expect to use them at work. The 2.0 phenomenon is
entering the workplace as Enterprise 2.0, creating not only a technical shift but a
cultural shift. To be relevant in today’s market, it is imperative that organisations
adapt their business strategies and foster this generational investment.
Whereas Web 1.0 introduced an array of technologies such as Enterprise
Content Management (ECM), search engines and directories, Web 2.0 exploits
these foundational, autonomous technologies to enrich the user experience
through collaboration. Web 2.0 is comprised of a highly interactive, intelligent set
of tools that are co-dependent and act more like a service than a system, working
together like the synapses of the brain.
Web 2.0 tools like platforms (e.g. Wikipedia), video and image communities (e.g.
YouTube) and link collections (e.g. del.icio.us) provide easy access to information
where every user can contribute, change improve upon existing content. Referred
to as collective intelligence, these collaborative sites provide a virtual space for
diversity, quality and controlled content and encourage exchange and
participation.
Which of the Following Definitions of Enterprise 2.0 Most Closely Aligns with
Your
Definition?
Figure 1
AIIM, Market IQ, Q1 2008
“Enterprise 2.0: Agile,
Emergent & Integrated.”
www.opentext.com 1
4. Leading the Cultural Shift to Enterprise 2.0
More than just the sum of its parts, Web 2.0 connects people with their processes
and content on the Web through these collaborative spaces, resulting in
meaningful idea exchanges. Enterprise 2.0 is the use of Web 2.0 in a business
context, a paradigm shift in the way we traditionally construct and conduct
business, regard knowledge and interact with stakeholders.
The world of work is changing. The increasing globalisation of commerce,
economic uncertainties, demographic shifts in the workplace, greening of the
enterprise, excess of email and regulatory legitimisation of 2.0 tools are
compelling organisations to rethink traditional content communication and the
way we define a knowledge worker. Organisations must address these forces to
stay competitive, deliver services, manage risks and costs and protect the
corporate memory that resides in employees and applications. A Social
Workplace and a Social Marketplace raise productivity even as resources
become scarce: they tap into the collected intelligence across employees,
customers and other external stakeholders and they open the door to mentorship
and knowledge sharing to information workers who are not traditional desktop PC
users.
The ability to enhance a company’s online presence with user-generated content
and other Web applications presents an ideal opportunity for organisations that
seek to communicate more efficiently with internal and external audiences. The
enterprise with a vision to reach a more mature level of collaborative culture will
provide easy access to socially networked communities via Web or mobile
devices, opening the door to content sharing, information exchange and
mentorship with a broader range of people: employees in the field or remote
locations and trusted advisors, clients and partners.
www.opentext.com 2
5. Leading the Cultural Shift to Enterprise 2.0
Cultivating Enterprise 2.0 Culture
Enterprise 2.0 is not just a fad; it is a social and cultural movement that relies on
real business drivers and a shift in understanding the framework around an
organisation’s communications, processes and structure. There are numerous
technological and sociological changes that support the creation, utilisation and
future development of social computing and Enterprise 2.0 and users are looking
for the next level of interactivity. Moreover, a new generation of online users are
coming of age during a period where the ability to communicate via the Web is
not only widely accepted but almost second nature. Never before has the ability
to publicise one's opinion, personal information and professional expertise been
as easy or accessible as in today's world of online communication.
But this cultural shift explains why just as many companies are struggling with
Enterprise 2.0 today as are thriving. In a recent report, McKinsey found that
although organisations plan to spend more than ever on Web 2.0, “as many
survey respondents are dissatisfied with their use of Web 2.0 technologies as are
satisfied. Many of the dissenters cite impediments such as organisational
structure, the ability of managers to understand the new levers of change and a
lack of understanding about how value is created using Web 2.0 tools.”1
Figure 2
The McKinsey Quarterly,
June 2008, “Building the
Web 2.0 Enterprise.”
www.opentext.com 3
6. Leading the Cultural Shift to Enterprise 2.0
Enterprise 2.0 is not technology heavy; it is culture laden. The expenditure
required to create an Enterprise 2.0-ready organisation is relatively light and
inexpensive, an overlay on existing technologies. It is true, however, that
organisations that integrate Web 2.0 too early or without a well-prepared
implementation strategy are usually unsuccessful due to immature technology,
excessively rapid implementation or common human error. But with a solid
technological foundation, innovation on top of existing mature technologies
provides a significant head start over attempts to build 2.0 solutions from the
ground up. With the right foundation, organisations do not have to reconcile
Enterprise 2.0 technology or usability–they need to cultivate Enterprise 2.0
culture.
Excluding the incoming workforce, the shift into the digital world has taken a lot of
change management for workers raised on paper. Even today, the use of
computers still is not wholly embraced by employees who dealt with paper for
decades. Although they find computers helpful, these workers often admit that
they are not entirely comfortable. Adopting new systems and programs and
working around bugs has been a struggle for many of the paper generation.
Introduce Enterprise 2.0 and treat it like yet another system that workers have to
master for the sake of management and failure is imminent. But using a solid
ECM system and best-of-breed Web 2.0 technologies combined with a culture
that champions leadership, balances freedom and control and values the
harnessing of knowledge, you can make Enterprise 2.0 easy to use and relevant
to your workforce. By establishing a supportive foundation both technologically
and socially, this collaborative technology will take hold.
Leadership
As detailed in the McKinsey report “Six Ways to Make Web 2.0 Work,” successful
Enterprise 2.0 essentially requires a “[b]ottom-up cultural shift that needs the
support of the top. Senior executives often become role models and lead through
information channels to build participation…A higher level of usage is found at
companies that encourage [Web 2.0 technology] by using tactics such as
integrating the tools into existing work plans, launching Web 2.0 in conjunction
with other strategic initiatives and getting senior managers to act as role models
for adoption…Dissatisfied respondents are likely to note [more barriers to Web
2.0 technology] including the inability of management to grasp the potential
financial return for Web 2.0, unresponsive corporate cultures and less-than
enthusiastic leaders.”2
Malcolm Gladwell, author of The Tipping Point: How Little Things Can Make a Big
Difference, might say that enterprises need to look for the connectors and
mavens in their organisation to incite Enterprise 2.0 participation. Connectors are
people reachable by anyone in the enterprise in only a few steps; they occupy
many different worlds, subcultures and niches.3 Mavens, on the other hand,
“have the knowledge and social skills to start word-of-mouth epidemics. What
sets mavens apart, though, is not so much what they know but how they pass it
along. The fact that mavens want to help, for no other reason than because they
like to help, turns out to be an awfully effective way of getting someone’s
attention.”4 In other words, organisations need to elect people to lead this cultural
www.opentext.com 4
7. Leading the Cultural Shift to Enterprise 2.0
shift who have the connections, skills and knowledge to make valuable
contributions.
To make Enterprise 2.0 successful, managers and influencers within an
organisation should respect two well-defined characteristics of leadership: having
a clear vision and trusting in your people. Enterprise 2.0 is a cultural shift that
needs a clear commitment from leadership; it is about giving employees, an
organisation’s greatest asset, the baseline for enriched engagement and
productivity so that they can grow to their full potential.
Championing Corporate Communications – Blogs
Leadership considerations must be carried through to corporate blogging. A
corporate blog should align with preconceived organisational goals and
strategies, but unless it is a marketing-specific blog, it is not a place for press
releases, blatant marketing or public news; it is a medium for exploring corporate
culture, values, strategies and direction.
Figure 3
The McKinsey Quarterly,
June 2008, “Building the
Web 2.0 Enterprise.”
“Forrester Research looked at 90 blogs from Fortune 500 companies and found
that most corporate blogs are ‘dull, drab and don’t stimulate discussion.’ Sadly,
two-thirds hardly ever get any comments, 70 percent stick strictly to business
topics and worse 56 percent just republish press releases or already-public news.
That has led many to think that corporate blogging isn’t really worth much effort.”5
The reason why so many of the corporate blogs that Forrester evaluated were
unsuccessful was precisely because enterprises “think that corporate blogging
isn’t really worth much effort.” Although the medium is more personable than
www.opentext.com 5
8. Leading the Cultural Shift to Enterprise 2.0
other marketing methods, such as articles and ads, enterprises must not take
blogs for granted. As discussed previously, an enterprise must elect people to
lead this cultural shift who have the connections, skills and knowledge to make
valuable contributions. Blogs have to be respected as a vital component in an
organisation’s overarching branding and communications strategy.
A corporate blog must be contributed to and monitored regularly to prevent stale
material and to keep readers interested. An important component of successful
blogs is to enable feedback and introduce forums for further discussion, helping
to inspire participation and interaction. Thought leadership in blogs becomes
meaningless if stakeholders are not permitted to enrich the discussion with their
experiences and views; preventing employees, partners and customers a voice
undermines the value to the company and of the tool itself, which is meant to illicit
open, trustful and transparent discussion to help improve enterprise goals and
strategies. Think bottom-up.
Because of the diversity of stakeholders apt to publish to a corporate blog, an
enterprise needs to choose Web 2.0 technology that is easy for everyone to use,
whether technically inclined or not. With a good technological foundation that
encourages usability, policies should be developed with the organisation’s Legal
team to protect confidential information such as trade secrets, financial data and
even personal details.
Potential structure for enterprise blogs:
Employee blogs for projects, working documentation and internal
knowledge networking
PR blogs for communicating with various target groups, such as the
media, investors and customers
Marketing blogs for publishing company information and syndication in
external media
Forums for engaging customers, partners and other target groups in
discussions and processes, such as support forums for customers
Balancing Freedom and Control
But how do you get management buy-in for this bottom-up shift? Management
has traditionally been the gatekeeper of enterprise knowledge, but with Enterprise
2.0, control over information is given to all participants. In his book Everything is
Miscellaneous: The Power of the New Digital Order, David Weinberger explains
that “the change [management is] facing from [Enterprise 2.0] is deep and real.
Authorities have long filtered and organised information for us, protecting us from
what isn’t worth our time and helping us find what we need to give our beliefs a
sturdy foundation. But with [Enterprise 2.0], it’s all available to us, unfiltered. This
creates a conundrum for businesses as they enter the digital order. If they don’t
allow their users to structure information for themselves, they’ll lose their patrons.
If they do allow patrons to structure information for themselves, the organisations
will lose much of their authority, power and control.”6
.
www.opentext.com 6
9. Leading the Cultural Shift to Enterprise 2.0
Figure 4
The McKinsey Quarterly,
February 2009, “Six Ways
to Make Web 2.0 Work.”
The benefits of social computing need to be weighed against the associated
risks, but the right Enterprise 2.0 solutions have security controls, such as
auditing trails that divulge information about all transactions. In addition, users
should be able to flag unscrupulous information. In effect, to be successful, an
organisation must exercise a balance between freedom and control when it
comes to Enterprise 2.0. “Prudent managers should work with Legal, IT and HR
security functions to establish reasonable policies, such as prohibiting
anonymous posting. Fears are often overblown, however and the social norms
enforced by users in the participating communities can be very effective at
policing user exchanges and negotiating risk.” 7
Aside from security controls, some argue that Enterprise 2.0 is not safe because
users will have free reign to share confidential enterprise information. And, with
access to all sorts of data and a degree of power over content, there are worries
that the “inmates will be running the asylum.” But Enterprise 2.0 is not about
relinquishing all knowledge and control; it is about contributing information that
employees can use to improve their performance, customer service and time-to-
market.
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10. Leading the Cultural Shift to Enterprise 2.0
The risks of social computing in the enterprise:
Ownership of content is delegated to a community of users rather than one
individual.
Editors have less control over what gets published on the Web site.
Quality assurance is the responsibility of the user community.
Technical problems that could emerge in the enterprise:
Security loopholes via separate content and user repositories.
Infiltration by hackers, spam bots and other undesired spam.
Heterogeneous software platforms conceal risks in security and use of
content by unwanted third parties.
However, with the proper benchmarks in place, social computing can benefit
companies in a variety of ways:
Improved, structured communication to support business processes.
Increased use of collective intelligence for quality assurance.
More diversity through the inclusion of individual specialist knowledge.
Additional visibility and speed through broader authorship.
Enhanced productivity through positioning as an expert in the community.
What are share workspaces best suited for in your
company?
Figure 5
The Gilbane Group, June
2008, “Collaboration and
Social Media - 2008.”
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11. Leading the Cultural Shift to Enterprise 2.0
Making Enterprise 2.0 Safe
Like email, the tools of Web 2.0 are forms of digital content that record
communications between people. As such, Web 2.0 generated content has many
of the same issues that were discovered with email in the late 1990s and early
2000s. Both litigators and regulators seek to uncover employee communications
and decisions and the choices made through Web 2.0 applications are no
exception. Using the principles developed for email and the proper use of content
management technologies to preserve and destroy records within the
organisation, it is possible to create similar Governance, Risk Management and
Compliance (GRC) processes for Web 2.0 content and collaboration. Many
applications within Web 2.0 involve the sharing of unstructured content, including
documents and image files. The natural tendency of Web 2.0 applications to
operate outside of business departments, cutting across traditional organisational
boundaries, creates an interesting challenge for GRC. Because Web 2.0
operates outside of conventional constraints, developing, monitoring and
managing content control policies becomes more complicated.
Another issue with GRC for Web 2.0 is cost. Web 2.0 makes use of every byte of
a data stream available to present compelling uses of content and conversation.
Currently, Web 2.0 content and file transfers are the driving forces for storage and
bandwidth on the Internet, eclipsing email as the dominant application. The vast
networks of Web 2.0 application servers will continue to expand, driving both
storage and bandwidth costs while IT budgets dwindle. Clearly, a thoughtful
approach to developing a GRC process for Web 2.0 applications is required.
There are simply not enough servers and fiber lines in the world today to digitise
every conversation of every person on the Internet.
The growing Web 2.0 risk management problem needs to be addressed
fundamentally, from the ground up. Part of the core approach is to recognise that
not all content is created equally. Different kinds of Web 2.0 applied content need
to be retained for different periods of time; the challenge lies in identifying the
important content, separating that important information from the unimportant and
determining an appropriate retention period. The “content lifecycle” concept –
what is done with collaborations and content after they have been processed –
introduces another important aspect of Web 2.0 content management.
The lifecycle of Web 2.0 content can be divided into three different phases:
Active Phase: During the short active phase, people work with the
information contained in Web 2.0 content such as wikis; they respond to
blogs and create conversation threads.
Reference Phase: During the reference phase, Web 2.0 content is
retrieved from the file store as required.
Evidence Phase: During the evidence phase, Web 2.0 content is
primarily used to address regulatory concerns—a blog or an instant
message from a chat room is a business record in many contexts and
must therefore be retained for the same time period as any other record
in the same classification. Retention (and disposition) policies can be
purely internal or imposed by an external regulatory body.
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12. Leading the Cultural Shift to Enterprise 2.0
Knowledge as Currency
Organisations need to realise the value of owning their data, of treating
knowledge as currency. Enterprise 2.0 is a combination of tools used to harness
this knowledge. At its most rudimentary, think of Enterprise 2.0 as a bank
machine tied to an account with ever-increasing value. To start with, users must
have access to the account and a security code to make deposits or withdrawals.
Once inside, all of your transactions are monitored and recorded. You can only
take the amount of currency that has been deposited since there is no credit, but
thankfully, the account balance never depletes. If you make withdrawals and
never deposits, the value is stagnant. And when employees change jobs or leave
the company, their deposits stay in the account. By creating this account, by
putting information into a system that is shared by all, value is constantly
compounded. Instead of having silos or separate accounts for each department
that are inaccessible by other employees an organisation becomes what it was
meant to be: a grand, interconnected web of knowledge and data, rich in
compounding currency.
Today’s enterprises rely on these knowledge shares, but they have to be about
more than just plain data. Enterprise 2.0 embodies the culmination of what Daniel
Pink calls the notion of high concept and high touch.ix With Web 1.0 technologies
such as ECM, knowledge shares were created and laid the foundation for Web
2.0 technologies and social networking. Through the exchange of content and
knowledge in social networks, the subtleties of human interaction are embraced,
narrative developed and purpose and meaning stretched alongside the concept
of time and space. In effect, knowledge workers can free themselves from the
isolating confines of their desk and collaborate with practically anyone, anywhere
in the world, at almost any time. With tools such as communities, mash-ups,
instant messaging and blogs, a worker can contribute information in real time
across the organisation. And in combination with a solid ECM system that
includes Digital Asset Management, workers can share documents, video,
photos, blurbs–practically anything they desire.
Realising the Virtual Enterprise
So far, this paper has discussed how to successfully implement an Enterprise 2.0
strategy. By laying a solid foundation, an organisation can focus on overlaying
social networking technologies and cultivating the Web 2.0 culture to bloom–from
electing knowledgeable leaders to balancing freedom and control to regarding
knowledge as currency. We know that the culture of Enterprise 2.0 is bottom-up
and that management will have to accept the free flow of ideas and data within
the digitised organisation. But what of the traditional structure of an organisation,
the physical brick and mortar, the office furniture, the lunchroom and the nine-to-
five workday?
Enterprise 2.0 has created an alternative business universe, a Social Workplace
and Marketplace and for many, “every day, more of our life is lived there... Instead
of atoms that take up room, it’s made of bits. Instead of making us walk long
aisles, in the digital world everything is only a few clicks away. Instead of having
to be the same way for all people, it can instantly rearrange itself for each person
and each person’s current task. Instead of being limited by space and operational
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13. Leading the Cultural Shift to Enterprise 2.0
simplicity in the number of items it can stock, the digital world can include every
item and variation [customers] could possibly want. These differences are
significant. But they’re just the starting point. For something much larger is at
stake. The physical limitations that silently guide how we organise our businesses
have guided and limited how we organise knowledge itself. From management
structures to encyclopedias to the courses of study we put our children through to
the way we decide what’s worth believing, we have organised our ideas with
principles designed for use in a world limited by the laws of physics.”8
For the knowledge worker, the Social Workplace transcends physical workspace,
moving away from buildings with desks, offices and cubicles; because the
knowledge worker is most productive in the digital realm, the physical realm can
be almost anywhere. As well, the conventional categorisations that have limited
information management – divisions not unlike the walls between offices – begin
to break down. From atoms to bits, the interconnectedness created by Enterprise
2.0 removes the limits on how we organise information and our lives.
Enterprise 2.0 unites stakeholders globally, at anytime, with the people, process
and content they need. Although technology is the enabler, Enterprise 2.0 relies
on participation; both people and technology need to work in tandem to make
Enterprise 2.0 a success. As a result, new jobs will be formed, new leaders found,
new customers unearthed, new information brought forth. The consequences are
limitless. But enterprises need to understand this cultural shift by being open to
possibilities. “[In the digital universe] knowledge doesn’t have a shape. There are
just too many useful, powerful and beautiful ways to make sense of our world.” 9
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14. Leading the Cultural Shift to Enterprise 2.0
Business Drivers of Enterprise 2.0
Organisations will have different objectives for social computing depending on the
industry and the positioning of products and services offered to the marketplace.
However, irrespective of product or industry, the success of a company's social
computing strategy will be based on how well it is integrated with corporate
culture and processes. All companies share the common goal of building stronger
networks, connecting internal and external target groups and improving
communication channels throughout the organisation; social computing can
transform content recipients into suppliers of rich and useful information.
Optimise Customer Service
As your organisation is compelled to serve more customers with fewer resources
in this financial environment, companies need to use innovative tactics to meet
quality metrics, cultivate loyalty and ensure repeat business. Engagement and
the cultivation of new opportunities with customers are possible with
transparency, peer-to-peer support and two-way dialogue with clients, providing a
new customer engagement model uniquely offered by rich interactive media.
Companies today are achieving targets, pipeline generation and cost-reduction
goals by using focus groups, self-service sites, discussion groups, online rich
media catalogues, test drive centers and feedback management systems: this is
the new language of customer service and engagement in the 2.0-enabled world.
The Social Marketplace of products, policies and ideas generates loyalty,
commitment and inspires information exchange.
Enable Channels and Partnership Networks
The ecosystem of business has always extended to a network of contractors,
outside specialists, suppliers and partners. Responding to common challenges,
competitive pressures and new opportunities means a shared clarity of purpose,
responsibility and ability to accurately exchange information. Enterprise 2.0
delivers the fabric to hold trusted relationships together to meet shared business
and personal objectives. Efficiencies and expert sources emerge, reducing the
duplication of efforts, the reinvention of content and minimising the consumption
of inaccurate or incomplete information as the collected wisdom of the network
quickly vets and ranks content. Companies that can capitalise in the knowledge
economy find new revenue sources by packaging and monetising their
experience and intellectual property for their external trusted network. Social
supply chains emerge as organisations adopt rich Web and mobile based
communities to communicate shared content, set mutual objectives and adopt
common customer service obligations.
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15. Leading the Cultural Shift to Enterprise 2.0
Spot Opportunities in Unexpected Places
The rise of personal and consumer social networking sites provides opportunity
for people to converse, collaborate and discuss a range of topics, interests and
preferences. Word-of-mouth recommendations from trusted peer networks carry
a heavy weight when consumers or businesses are looking to invest time and
money in products or services. Capitalising on this interaction and providing
timely education to prospects and targeted audiences can be a tremendous
competitive advantage for the organisation willing to extend Enterprise 2.0 to
where interested and informed people congregate. It is important to note that the
Social Marketplace – even as it moves into the less moderated open Web –
succeeds only when authenticity underpins the development of this extended
trusted network. Ensuring the prevention of unauthorised disclosure and
consistency of message and brand with Social Compliance mitigates the risk of
inappropriate communication or inaccurate representation to new markets and
prospects.
Cultivate Brand Engagement and Loyalty
The concept of a brand is no longer limited to colour schemes or logos. Modern
and emerging mediums provide the expectation of interactive, involved, bi-
directional communication. Companies with a strong brand image must work
through these new channels and customer expectations to ensure that the
perception of their image matches the state desired by the enterprise. The days
when a customer’s only online interaction with a brand was a Web site URL are
gone. Organisations that fail to heed customer feedback risk reputation damage.
Enterprise 2.0 delivers on the recognition that customers who invest time, money
and resources with your company expect to be viewed as a stakeholder in key
decisions. The one-way push of marketing or technical content to customers and
prospects no longer resonates; the socially networked world requires interactive
engagement: customer reviews, recommendations, feedback and consultation on
product and service delivery. The Social Marketplace provides the trusted
community in which such interaction can take place in an authentic yet
appropriately moderated capacity.
Use Customer and Partner Communities
Companies can strengthen their relationship with existing customers by offering
them a platform upon which they can present their experiences with the
company's services and products. By reading reviews that other consumers have
submitted, new customers have the opportunity to gather information from neutral
sources to form an opinion. More companies are harnessing the innovation found
in online communities by creating a place where customers and partners can
participate in product improvement via the Web.
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16. Leading the Cultural Shift to Enterprise 2.0
Manage Human Capital
Recruitment, attraction and the cultivation of a skilled workforce remain an
expensive challenge for organisations. Organisations that operate with diverse
teams, multilingual employees or siloed business units can benefit from the
Social Workplace in the area of human capital management. Skills and learning
management, recruitment, employee on-boarding and mentorship, alumni
networks, succession planning and career development are the key functions that
often determine an organisation’s ability to attract, maintain and cultivate a
talented employee base. Collaborative tools deliver in-house networks that weave
the strong social fabric of trust, connection and shared goals among colleagues.
Accelerating employee engagement by articulating goals, company culture,
values and expectations builds a sense of teamwork and shared objectives, even
across the hierarchies of a formal organisational chart.
Provide Self-Service and Peer-to-Peer Empowerment
Productive teams share common goals and a sense of purpose–as well as
experience, information and lessons-learned–with their peers. However, the world
of the information worker today often feels less than optimal: spending time on
repetitive tasks, struggling with email inbox overload and trying to track down the
right teams or individuals to help get correct answers to urgent questions.
Measurable productivity gains, reduced search times and efficient reuse of
shared content are demonstrated with simple and intuitive Web-based content
creation tools like FAQs, site-visit notes, project knowledge bases, product
documentation or meeting notes. Community-friendly tools suited to team
environments capture this essential content while ensuring the personal
perspective remains intact. The easy location of in-house experts, regardless of
level or role, becomes a natural part of internal knowledge discovery.
Protect and Value Corporate Memory
Preserving corporate memory–the content, context and discussion that result
from engaging with peers and markets, leading to decisions and actions–is
essential for continuity of operations, consistency of goals, archival preservation
and the education of employees. The capture of content alone, however, is not
sufficient. Forums, wikis, blogs and other collaboration tools can be used to allow
people to share, reuse and learn from collected knowledge and to contribute to
productivity and accurate information disclosure. Internally managed knowledge
bases provide employees with easy access and efficient utilisation of this
company information in one, central location. Investing in an intranet strategy that
incorporates Web 2.0 capabilities encourages knowledge sharing and ongoing
collaboration provides a greater degree of topicality, relevance and diversity for
organisational content and corporate communication in a secure and central
repository.
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17. Leading the Cultural Shift to Enterprise 2.0
Achieve Transparency and Corporate Governance
It is vital that executive management communicates with employees about
shared objectives, strategy, values and culture. Knowledge sharing and more
transparent collaborative tools allow for broader perspectives and internal
expertise to voice concerns on patterns of risk or incorrect assumptions.
Companies in sectors that are highly regulated often struggle to educate all
employees, including frontline, field and remote workers regarding obligations to
observe health, safety, disclosure or information-handling policies. The Social
Workplace enables consistent communication to educate and inform by moving
beyond traditional methods to rich discussion and peer-to-peer support networks.
Audio, video and rich graphic content transcend language, geography and
generations to communicate acceptable practices and instill understanding.
Support the Virtual Enterprise
As economic difficulties hit a broad range of industries across the globe, many
organisations will find access to capital stalled, which can result in consolidation
of traditional brick and mortar facilities. With more organisations looking to
operate virtually, it is important to provide an online experience of engagement
and productivity for employees who work away from the physical office.
Geographical separation can lead to a disconnection from team or organisational
goals. The adoption of a Social Workplace allows distributed organisations to
offer the same virtual water cooler networking experience to remote staff as
office-based employees. It can also open awareness to all employees of hidden
skills and undervalued experience, facilitate finding common interests and
encourage the building of personal trust among colleagues.
Empower the Frontline
Sales teams, customer service representatives, marketers, inspectors and
emergency responders are mobile professionals who require accurate, timely
data at their fingertips; they need this information to move quickly to execute on
opportunities. Often, the most accurate intelligence on field conditions,
competitors, hazards or safety issues will come through first-hand observational
knowledge. Organisations that get better at capturing and disseminating the
intrinsic knowledge held in the frontline field will find competitive advantage with
the Social Workplace. Quick and easy Web or mobile capture of data, images or
text notes shared with a broader team leads to timely awareness of trends and
conditions on the road. Companies can flourish by allowing this field intelligence
to become a part of mainstream corporate memory. Seeking input directly from
frontline services deepens collected wisdom and allows responsiveness to
changing conditions.
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18. Leading the Cultural Shift to Enterprise 2.0
Open Text and Enterprise 2.0
Enterprise 2.0 allows organisations to take advantage of the technology
innovations of Web 2.0 to meet business objectives and Open Text delivers on
this vision by making 2.0 safe. ECM has evolved to support collaboration
between people within and outside an organisation. Web 2.0 opens new channels
of person-to-person information exchange to find hidden expertise and deliver on
the promise of enhanced productivity at a low cost. Open Text facilitates
cooperation among your information workers by providing a secure and managed
collaborative environment that helps to orchestrate your people, processes and
content to achieve strategic success.
Social and rich media-driven Web experiences and mobile accessibility can
deliver meaningful and measurable results. Whether building customer loyalty
and retention as part of Social Marketplace or bridging communication gaps
among staff in the Social Workplace, 2.0 technology and behaviours enrich these
experiences.
Figure 6
Aberdeen Group Report,
June 2008, “Customer 2.0.
The Business Implications of
Social Media.”
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19. Leading the Cultural Shift to Enterprise 2.0
Open Text and Social Computing
Open Text Web Solutions provides an ideal platform for creating content quickly
and easily while delivering it dynamically and in a personalised context. Many of
the problems and risks associated with social computing are minimised or
eradicated through the use of Open Text Web Solutions by deploying
collaboration tools across a uniform and secure Web Content Management
(WCM) platform. External systems can be dynamically linked with the support of
commonly used interfaces through mash-ups that allow the enrichment of content
through data and external applications.
Targeted Content Delivery
Open Text Web Solutions makes it possible to automatically and proactively
deliver the right content to the right Web visitor at the specific time of need.
Explicit personalisation allows specific content to be served up to an identified,
logged-in Web visitor. This type of content can include, for example, a customised
list of product documentation based on purchase history or a list of relevant news
articles based on previously identified preferences.
Implicit personalisation enables Web sites to learn from a user's behaviour and
respond with content that meets their needs in real time. For example, Open Text
Web Solutions will deliver information based on an unidentified visitor’s level of
interest in a particular item or recommend similar items for future purchases. Web
site visitors automatically see the content that is relevant to them without explicitly
logging onto a Web site, extranet or intranet. By supporting Web site behaviour
with optimised content, companies can drive customer motivations by focusing on
benefits and encouraging purchases that they may not have considered prior to
browsing the site.
Developing a strategy for combining contextual delivery with user-generated
content is inherent to online success. Web content and user entries must be
linked logically in order to present content within a context that makes sense to
the user. Open Text Web Solutions provides administrative controls that easily
manage user profiles and assign appropriate metadata to ensure that users
receive content that is relevant to their needs.
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20. Leading the Cultural Shift to Enterprise 2.0
Success Stories from The Content Experts™
Northrop Grumman Accelerates Employee Productivity
10
Northrop Grumman uses Open Text solutions to support more than 40,000 users from
different business sectors enterprise-wide. Prior to implementing the system, knowledge
sharing was done via emails, phone calls and one-on-one conversations. The organisation
now uses Open Text to provide online communities and 2.0 capabilities, such as blogs and
forums to bring together people with similar backgrounds and interests or expertise,
improving communication and knowledge sharing. Open Text’s rich interface enables
users to customise the look and feel of their Web site within corporate and brand
guidelines, create their own graphics, bring in data and essentially offer a one-stop shop
for members, which is the reason why many groups at Northrop Grumman are taking
advantage of the Community module to exchange information for each specific area. The
key to Northrop Grumman’s success with 2.0 is their embrace of the culture. Employees
are able to see the benefits of participation; be it resolving a problem or looking for an
expert, they know that information is readily available as a result of everyone’s efforts.
STA Travel Reaches Out to New Markets
11
STA Travel is the world’s largest student travel organisation and drives 80 percent of its
customer engagement on the Internet. Their global e-commerce technology strategy
ensures expeditious deployment and control across multiple Web sites while still offering
the flexibility and adaptability to tailor local content to regional needs and demands. STA
Travel uses Open Text Web Solutions’ powerful and easy-to-use localisation capabilities
for creating different language variants while ensuring that the appearance is consistent
globally. For delivering contextualised content to visitors, STA Travel has been able to
integrate dynamic content from other relevant Web sites, providing a one-stop destination
for comprehensive information and advice on travel. STA Travel also allows Web visitors
to create their own user profiles and to read other visitor’s travel journals. Keeping friends
and family updated while travelling has never been easier.
CARE Canada Empowers Women
12
CARE Canada uses Open Text ECM as its primary tool for information storage,
knowledge sharing and distribution to help support their I Am Powerful campaign. CARE’s
community-based programs in approximately 70 countries place a special focus on
working with women because they are disproportionately affected by poverty and crucial to
fighting it. Comprised of women responsible for spreading the I Am Powerful message
within their own circles of the organisation, the users from CARE’s reference group
champion the repository filled with documents for distribution, information for personal use
and in-depth knowledge. It has proven to encourage collaboration and informational
consistency throughout the organisation within a secure repository. When there is a story
about a community or person in need or a partner or advertising request that requires
immediate attention, Open Text’s 2.0 tools help to instantly capture the opportunity and
deliver CARE’s I Am Powerful message worldwide.
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21. Leading the Cultural Shift to Enterprise 2.0
Conclusion
The next generation of corporate content has begun to enter the mainstream
enterprise. Information workers are increasingly interacting with peers, partner
networks and markets with simple tools that can be consumed over the Web or on
mobile devices. People are connected with shared purpose, collected knowledge
and experiences and meaningful content. Communication can now flow across
geographies, generation gaps and language barriers. The demands of this uncertain
and competitive world demand adaptation, strong networks and creativity.
Companies that are ready to embrace this change recognise that Enterprise 2.0
is able to contribute to increased top-line revenue as well as decreased bottom-
line costs. Bringing engagement, productivity and cost-effective communication to
a culture of safe and trusted sharing uncovers new channels for innovation and
competitive advantage. Whether targeting internal stakeholders by cultivating the
Social Workplace or engaging with external audiences in the Social Marketplace,
embracing a more open, transparent enterprise wraps employees, partners and
customers into the trusted social fabric that is your ecosystem.
Enterprise 2.0 will not be without challenges. Organisations must be prepared to
work through the cultural and change management challenges implicit in new
approaches to solving problems. Managers and influencers must recognise their
leadership responsibilities in championing the bottom-up cultural shift. They must
also be open to electing new leaders as they emerge, cognisant of the balance
between the freedom and control of individuals and information needed for
success.
Workers now have the power share information like never before, interact with
more subject experts and break down information silos that have typically
confined the information worker. The virtual office gives an enterprise the power
to connect people regardless of location or language. Teams are united,
developing a sense of purpose, promoting transparency and protecting corporate
memory. By extending Enterprise 2.0 to partners and clients, customer service
and brand engagement are leveraged.
Open Text Web Solutions supports companies in the quick implementation and
secure use of their Web 2.0 and social computing platforms. Forums and blogs
are easily displayed and searchable within a context that makes sense to the
user while protecting the author's content within a secure and controlled
environment. As Web 2.0 and social computing technologies introduce new ways
for users to create, direct and rate corporate content, content relevancy and
interactive applications will become even more important in helping to build a
rewarding user experience. Working in tandem, a solid technological foundation
such as the best-of-breed solutions from Open Text and an accommodating
corporate culture will allow Enterprise 2.0 take hold.
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22. Leading the Cultural Shift to Enterprise 2.0
Definitions
Social Marketplace
The Social Marketplace recognises that the Web has opened up conversations
among customers, prospects, employees and other trusted advisors. Business is
increasingly done based on peer-to-peer or word-of-mouth recommendations.
Organisations that see the value of Web and mobile interaction with their external
stakeholders can preserve market share, accelerate pipelines, cultivate customer
loyalty and reduce the costs of frontline customer service. The fundamental
values that the Social Marketplace can deliver include customer engagement and
proactive peer-to-peer support and recommendations, the development and
solidification of communication and recommendation channels, the ability to spot
and react to new opportunities for markets and prospecting and community
engagement with your brand to build loyalty and customer commitment.
Social Workplace
The Social Workplace is an ideal expression of Web 2.0 technologies to connect
people with their peers and with critical content and information. Culturally, it
helps break down hierarchical and administrative barriers to innovation and idea
exchange among employees. Technologically, it introduces simpler content
creation and communication tools and uses the Web to bridge geographical and
generational gaps. Where individual knowledge was previously hidden,
successful companies are seeing shared information and experiences becoming
part of corporate culture. Employees who actively share their knowledge emerge
as experts and companies that encourage employees to share their knowledge
build stronger networks.
Social Compliance
Social Compliance is a necessary consideration for organisations that recognise
the value of the Social Workplace and Social Marketplace but need to balance
the risks inherent in opening new channels of communication. Traditional
compliance pressures are reactive: records retention mandates and restrictive
access to content are often driven by external regulations. Beyond the reactive
compliance compelled by regulation and e-discovery rules, Social Compliance
ensures proactive prevention of unauthorised information exchange as
communication channels become more transparent and allows the enterprise to
monitor outward facing communication to ensure appropriate use and disclosure
practices are respected. Social Compliance brings a protective layer to the Social
Workplace and Social Marketplace by providing the assurance and comfort to
corporate legal and management that a more open culture will not compromise
consistency of message, brand, vision, risk leaking proprietary information,
personal data or inappropriate language.
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23. Leading the Cultural Shift to Enterprise 2.0
About Open Text
Connect People, Process and Content
Remaining agile and innovative in a challenging economy requires a new
perspective on productivity and performance to achieve competitive advantage.
Open Text envisions a world in which our customers orchestrate their people,
processes and content to achieve strategic success. Enterprise Content
Management (ECM) is not just about controlling and managing business content
and the repositories where it resides. It is about understanding the relationships
between people, processes and content in an organisation. It is about
documenting how content flows within and across departments and how it is
experienced in the marketplace. It is about the systems content touches, the
processes it is tied to and the people it empowers. It is about experiencing all
types of content and managing it across an entire lifecycle from creation and
collaboration through to consumption and disposal.
The Content Experts: Learn from Shared Experience
With 17 years experience in helping organisations across every industry and
around the globe overcome the challenges associated with managing business
content, Open Text stands unmatched in the ECM market.
With more than 46,000 successful deployments globally and by fostering truly
collaborative relationships with our customers and business partners, Open Text
has developed a keen understanding of how content flows throughout an
enterprise and how organisations can leverage it to drive growth, mitigate risk
and generate business advantage.
Our knowledge of the business challenges organisations face today and the
richest array of content management applications and solutions in the industry,
along with our ability to provide organisations with the guidance required to most
effectively address these challenges based on rich subject matter and domain
expertise, makes Open Text, along with our customers and partners, The
Content Experts.
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