Laurence Lock Lee asks, is there something missing from the business analysts’ toolkit?

I did walk through our ‘bottom up’ method of stakeholder engagement using value network analysis techniques. My point wasn’t so much that we should abandon ‘Top Down’ analysis, but that we should be open to injecting some ‘bottom up’ analysis to ensure ourselves that we are getting a more holistic picture of the business.

I agree with Laurie – its top down and bottom up. Its also about design thinking and the techniques he talks about can add to building a better understanding of complex social contexts (organisational or otherwise) that we might otherwise over rely on intuition for in the design process.

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You do need a strategy for your enterprise social network, says Yammer

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A great post from Stephen Danelutti at Yammer explaining why even if you use viral adoption as a catalyst to get started, you still need a strategy:

“The ease of use and virality of a platform like Yammer can be deceivingly simple and lead people to think that a deliberate strategy is not necessary. That’s a mistake, because without direction and an end goal in mind, the network will simply meander and fail to deliver business value.”

Kick Arse Collaboration Everywhere (with Confluence)

These are my slides from the Atlassian Summit in San Francisco today. I covered three things:

1. What is collaboration and what does successful collaboration look like?

2. Using Personas to understand user’s collaboration needs

3. “Rules to Collaborate By”

My presentation was recorded and Atlassian will share this in due course.

Trying to fix how people use email can backfire

Some attempts to limit email haven’t gone as planned. One client of Christina Randle, a workplace productivity expert with the Effectiveness Edge in Austin, tried remedying employees’ email overload by banning staff from sending messages on Fridays. It backfired. Employees just stored outbound messages and sent them all Monday morning. “Instead of getting 100 messages on Friday, [people] got 200 in their inbox on Monday morning,” she says.

If you want to fix email in the workplace, you’ve got to treat it as a systemic problem.

Deloitte’s 90 Day Implementation Plan for Yammer

I stumbled across this recent Webinar aimed at government folks in the US about Yammer, which outlines how Deloitte’s went about launching it to its global user base (Yammer originally started in Deloitte Digital, in their Australian practice). Deloitte is one of Yammer’s high profile success stories and its one I’ve been tracking for a while.

Formally launched globally within Deloitte on 11/11/11, they followed a 90 day plan to implement Yammer:

Yammerdeloitte90dayplan

Only yesterday I was talking about Yammer governance on the Headshift Asia Pacific blog, so its interesting to see the elements that Deloitte included in its plan:

  • Communications;
  • Training;
  • Technology;
  • Risk/Governance;
  • Policy;
  • End User Advocates; and
  • Progam Management.

You will also note they distinguish between the activities required to launch and achieving a “steady state”.

By following this process, Deloitte report in these slides that:

the Deloitte Global Yammer network now exceeds 43,000 members.

This is about a quarter of their employees (~180,000 in total).

From Forbes Magazine – A Review of the State of Social Business

According to Jeff Dachis, CEO of Dachis Group, social is the currency of engagement.  While social technology has introduced a seemingly endless array of new interaction methods, in the end it is all about solving real business problems.  Companies do not become social businesses for the heck of it. They embrace social to solve specific business problems because it offers a more effective way of doing talent management, supply chain collaboration, business agility, risk management, and more successful products to driving revenue.  Social drives adaptation.

The state of social is not what you might expect.  Sandy Carter of IBM shared that governments and regulated industries have the highest adoption rate of social.  Eighty four percent of the top thirty five banks have a social media strategy and all G7 governments have embedded social in their Government 2.0 initiatives.  At a country level, German companies are the leading adopters of social business practices and are the most successful at it.  These companies embedded social first internally by folding it into their processes and getting that to work before extending social externally to engage with customers.

Through the lens that social is about solving real business problems, the question becomes just how to wade through all the hype, myths and hubris to realize (and prove) its potential.   Embracing the organizing principles of social business comes down to change management.  You know the drill, you’ve been through it before – it starts with people, process and ends with technology.  The exact opposite of what is being advocated by the thousands of technology vendors and consultants shouting from the social bandwagon.

Dachis Group’s 2012 Social Business Summit seven city global tour kicked off in Austin this week (the Summit in Singapore takes place on the 26th July). Writing in Forbes magazine, Christine Crandell provides an excellent review of the Austin event and outlines some key points about what Social Business is and isn’t. Its a great overview on the state of Social Business if you are still trying to get your head around the idea or maybe you are just little skeptical.

Does Viral Adoption of Enterprise Social Business Software work?

The short answer is yes, viral adoption can work BUT only in certain situations. This is my attempt to pin down some of the factors I’ve observed out in the field…

…these are the anti-patterns I’ve actually seen:

Posted over on the Headshift | Dachis Group Asia Pacific blog.