A few of the reports from the Enterprise 2.0 Conference this week included some interesting observations.
Past Enterprise 2.0 conferences have suffered from a lack of end-user case studies, but that didn’t seem to be the case this year. Many presentations were akin to business management seminars rather than technology discussions, with the technical nuts and bolts of the software selection and implementation process kept in the background or not mentioned at all.
Another strike against those claiming its all just rheotoric. The number of case studies is increasing.
Dan Keldsen writing in CMSWire about Nike’s presentation:
With a focus on what [Nike’s Director of Enterprise Collaboration, Richard Foo] calls “Performance Value” — focused not just on “the goals of the business” but also on those of the individual — a disconnect that I constantly have to fight in consulting work as well. There has to be value FOR EVERYONE if you are going to succeed these days, not just a self-serving, one-sided value statement.
You definitely have to answer the WIFM question at an individual, group and organisational level.
Also quoting Richard Foo, The BrainYard:
Foo said he values what he has learned from the Enterprise 2.0 conferences and from connections with other organizations pursuing similar goals. But researching what was going on within his own organization has proven just as important. “We’ve discovered several collaboration-type initiatives in the company,” he said, meaning “we’ve been spending millions of dollars on several redundant things.”
Don’t just look at what others are doing, look at what’s already happening inside your organisation.
One overarching theme representatives from companies like Nike, American Airlines, FedEx and Virgin Media echoed was their use of social collaboration tools for more than just managing a Facebook or Twitter account: Collaboration tools are about driving more efficient internal business process and extending the reach and user experience of external customer engagements… The end-game, says Wells Fargo collaboration strategist Kelli Carlson-Jagersma, is to improve customer service. “We’re here to solve the customers’ needs,” she says. “These internal tools will help us do our customer-facing jobs.”
Social business is about inside and outside the organisation.
The bigger changes for adopting such technology, show speakers say, is around getting end user buy-in…
…[But] As part of [Virgin Media’s] annual survey this year, employees who were part of the initial pilot reported a seven-point bump in employee engagement compared to workers not in the pilot.
The challenge of organisational change doesn’t go away, but its well worth the effort.