February has been a really interesting month. Highlighted by the buzz around the IPad, the launch of Google’s Buzz and the entire media tornado that followed, forrester proclaiming property over their consultants opinions, Yammer’s recent announcement, pleaseRobMe controversy and much much more. But I’m not willing to aggregate news here (There is Google News for that). These series are mainly about thoughts that have been shared by great minds and that somehow hit a cord with me and I’m pretty sure they’ll get you to think as well. If you have other links to share, please do leave me a comment. I’d be glad to enrich the list.
“Why isn’t enterprise software a lot more like Amazon” is a much more sensible question to me…And so Amazon’s user design paradigm is designed around that business model: find what you’re looking for, transact your business, get out. That doesn’t mean Amazon doesn’t have community features like favorite lists or reviews or collaborative filtering, but they’re designed in service of useful outcomes for the consumer and the business.
For both employees, managers and shareholders, I think that’s a lot more along the lines of what people are trying to accomplish at work and a more worthy model to aspire to.
The deeper questions I have aren’t about location privacy, which is predicated on the idea that anything that might possibly be kept private should be private unless explicitly made public. I am interested in location publicy: how can we structure our social tools so that location can be shared by default, but with social scale built in.
Something like creative commons for location — a location commons — has to emerge, so that individuals can state exactly how their location can be used. … [This] should be based on a rich social model, allowing us to assert what degree of location specificity we want to share with which degrees of connection in our social networks.
The future workplace will be hyper-connected, meaning that we will use multiple means of communication, so that we can be more innovative, quickly adapt to a changing environment and access and use all the best resources…
Our focus will shift from producing and organizing documentation to communicating and interacting in real-time, with documentation as a by-product…
Right now, we are just seeing the dawn of the hyper-connected age.
When launching a social media strategy it is so important that companies take a hard look at what the social footprint will do to their operations. …If you are not skilled at taking input from customers then social media will only illuminate your flaws -shining a spotlight on them in a public way.
So, before you put time and effort into creating a digital community… be sure you have a plan for what you will do with the information exchange, who is responsible for interactions, where the information gathered socially will be recorded or captured, and how you will parse the wheat from the chaff.
There is an instinctive reaction to come up with solutions that seem to make a lot of sense at first.
Throwing in a social software platform in your organization isn’t going to solve the challenges you are facing. You first need to figure out what is wrong with the process in the first place.
So stop reacting like Pavlov’s dog. Focus on the people, not on the technology.
If you were an executive at a large or mid-sized company, which would you prefer (or would want to hear)?
…make drastic changes to your organization while abandoning methodologies and processes in exchange for new ones…[or] use new tools, technologies, and strategies to fit in with its current processes and methodologies.
The goal of enterprise 2.0 or social media isn’t to change and revamp the way companies operate. The goal should be to improve how companies operate.