Wednesday Sep 12, 2012

Social By The Numbers

Tuesday Sep 11, 2012

Who is Jeremiah Owyang?

Jeremiah Owyang

Q: What’s your current role and what career path brought you here?

J.O.: I'm currently a partner and one of the founding team members at Altimeter Group.  I'm currently the Research Director, as well as wear the hat of Industry Analyst. Prior to joining Altimeter, I was an Industry Analyst at Forrester covering Social Computing, and before that, deployed and managed the social media program at Hitachi Data Systems in Santa Clara.  Around that time, I started a career blog called Web Strategy which focused on how companies were using the web to connect with customers --and never looked back.

Q: As an industry analyst, what are you focused on these days?

J.O.: There are three trends that I'm focused my research on at this time:  1) The Dynamic Customer Journey:  Individuals (both b2c and b2b) are given so many options in their sources of data, channels to choose from and screens to consume them on that we've found that at each given touchpoint there are 75 potential permutations.  Companies that can map this, then deliver information to individuals when they need it will have a competitive advantage and we want to find out who's doing this.  2) One of the sub themes that supports this trend is Social Performance.  Yesterday's social web was disparate engagement of humans, but the next phase will be data driven, and soon new technologies will emerge to help all those that are consuming, publishing, and engaging on the social web to be more efficient with their time through forms of automation.  As you might expect, this comes with upsides and downsides.  3) The Sentient World is our research theme that looks out the furthest as the world around us (even inanimate objects) become 'self aware' and are able to talk back to us via digital devices and beyond.  Big data, internet of things, mobile devices will all be this next set.

Q: People cite that the line between work and life is getting more and more blurred. Do you see your personal life influencing your professional work?

J.O.: The lines between our work and personal lives are dissolving, and this leads to a greater upside of being always connected and have deeper relationships with those that are not.  It also means a downside of society expectations that we're always around and available for colleagues, customers, and beyond.  In the future, a balance will be sought as we seek to achieve the goals of family, friends, work, and our own personal desires.  All of this is being ironically written at 430 am on a Sunday am. 

Q: How can people keep up with what you’re working on?

J.O.: A great question, thanks.  There are a few sources of information to find out, I'll lead with the first which is my blog at  A few times a week I'll publish my industry insights (hires, trends, forces, funding, M&A, business needs) as well as on twitter where I'll point to all the news that's fit to print @jowyang.  As my research reports go live (we publish them for all to read --called Open Research-- at no cost) they'll emerge on my blog, or checkout the research tab to find out more now.

Q: Recently, you’ve been working with us here at Oracle on something exciting coming up later this week. What’s on the horizon?

 J.O.: Absolutely! This coming Thursday, September 13th, I’m doing a webcast with Oracle on “Managing Social Relationships for the Enterprise”. This is going to be a great discussion with Reggie Bradford, Senior Vice President of Product Development at Oracle and Christian Finn, Senior Director of Product Management for Oracle WebCenter. I’m looking forward to a great discussion around all those issues that so many companies are struggling with these days as they realize how much social media is impacting their business. It’s changing the way your customers and employees interact with your brand. Today it’s no longer a matter of when to become a social-enabled enterprise, but how to become a successful one.

Register NOW! Managing Social Relationships for the Enterprise

Q: You’ve been very actively pursued for media interviews and conference and company speaking engagements – anything you’d like to share to give us a sneak peak of what to expect on Thursday’s webcast?

 J.O.: Below is a 15 minute video which encapsulates Altimeter’s themes on the Dynamic Customer Journey and the Sentient World.

I’m really proud to have taken an active role in the first ever LeWeb outside of Paris. This one, which was featured in downtown London across the street from Westminster Abbey was sold out. If you’ve not heard of LeWeb, this is a global Internet conference hosted by Loic and Geraldine Le Meur, a power couple that stem from Paris but are also living in Silicon Valley, this is one of my favorite conferences to connect with brands, technology innovators, investors and friends.

Altimeter was able to play a minor role in suggesting the theme for the event “Faster Than Real Time” which stems off previous LeWebs that focused on the “Real time web”. In this radical state, companies are able to anticipate the needs of their customers by using data, technology, and devices and deliver meaningful experiences before customers even know they need it. I explore two of three of Altimeter’s research themes, the Dynamic Customer Journey, and the Sentient World in my speech, but due to time, did not focus on Adaptive Organization.

The Social Business Thought Leaders - Christian Finn

Television reached the 50M spectators mark in 13 years. The Internet 50M subscribers in just 3 years. It took Facebook one year only to attract 50M users and Twitter overcame the same threshold in no more than 9 months. No longer a fad, Social Media has been entering our life at a faster rate than any other media in history reaching the humongous number of 1.5B social networking users in the world. The net result is that 80% of the online population actively uses web 2.0 services to satisfy its most human need: identifying, connecting and sharing at scale with individuals with common characteristics, interests, and needs.

Such widespread new social behaviors clearly introduce new opportunities for enterprises and yet, according to McKinsey, in the era of uber-connected and empowered customers only 3% of organizations consider themselves fully networked for their ability to leverage social technologies to achieve business benefits across their entire ecosystem of employees, customers and external partners.

Why is this then so hard to direct an apparently natural human tendency to business benefit? Which cultural, organizational and technological obstacles stand in the way to a new era of business profitability? How do we best address them?

In this second video interview from the Social Business Forum, Christian Finn (Senior Director, WebCenter Product Management at Oracle) shared his vision regarding the social business journey by covering both the barriers preventing companies from gaining maximum result derived by people participation and provided valuable first-hand recommendations on how to overcome such hurdles. Touching upon a variety of topics such as putting collaboration in the context of processes, building trust, rethinking the end-to-end customer experience, taking advantage from conversational marketing and peer to peer communities, Christian shares both strategic and very pragmatic insights on how to go from social media hype to relevant business outcomes.

Friday Sep 07, 2012

The Social Business Thought Leaders - John Hagel

While many European economies are on the brink of a recession between increasing taxation and mounting loss of jobs and bankruptcy filing rates, there's an understandable risk of losing sight of the deeper forces at play. Yet instead of surrendering to uncertainty and trying to survive in the short term, many organizations are feeling the urge to be better prepared to thrive in these complex times by developing a more articulated long term understanding of both the opportunities / challenges ahead.

For example:

  • What long-term economic, technological and societal changes are rolling out?
  • Which foundational dynamics will affect our companies' performance, productivity, competition, and innovative potential in the upcoming decades?
  • How will digital infrastructure change our business landscape?
  • What kind of capabilities will be key to compete in a market shaped by growing turbulence, unpredictability and volatility?

Breaking out from a strictly cyclical thinking, studies such as the Shift Index by John Hagel, Co-Chairman of the Center for the Edge at Deloitte & Touche (See Measuring the forces of long-term change - The 2009 Shift Index), depict a worrying performance challenge that affected every industry in the entire US economy over the last 45 years. Amidst a more than doubled competitive intensity of the market, and even with an improved labor productivity, the actual performance of US firms has consistently fallen to 25% of what it was in 1965. Most of this reported value is shifting from institutions and organizations to individuals, whether they are customers or young creative talent.

To thrive in the digital economy and reverse declining performance trends, companies will have to fundamentally rethink their management approach by moving from knowledge stocks to knowledge flows, from scalable efficiency to scalable learning, from push organizations to pull organizations.

Based on the outcomes of the Shift Index and on the book The Power of Pull, the first episode of the Social Business Thought-Leaders features John Hagel to provide strategic insights on how companies will succeed in the 21st century.

Thursday Sep 06, 2012

The Social Business Thought Leaders

Enterprise Gamification, Big Data, Social Support, Total Customer Experience, Pull Organizations, Social Business. Are these purely the latest buzzwords to enter the market or significant trends that companies should keep an eye on?

Oracle recently sponsored and presented at the 5th Social Business Forum, one of the largest European events on the use of social media as a business tool and accelerator. Through the participation of dozens of practitioners, experts and customer success stories, the conference demonstrated how a perfect storm of technology, management and cultural change is pushing peer-to-peer conversations deep into business processes. It is clear that Social Business is serving as a new propellant of agility, efficiency and reactivity.

According to Deloitte and MIT what we have learned to call Social Business is considered important in the next 3 years by 86% of managers (see Social Business: What Are Companies Really Doing?, MIT Sloan Management Review and Deloitte). McKinsey further estimates the value that can be unlocked in terms of knowledge-worker productivity, consumer insights, product co-creation, improved sales, marketing and customer service up to $1300B (See The social economy: Unlocking value and productivity through social technologies, McKinsey Global Institute). This impacts any industry, with the strongest effects seen in Media & Entertainment, Technology, Telcos and Education.

For those not able to attend the Social Business Forum and also for the many friends that joined us in Milan, we decided to keep the conversation going by extracting some golden nuggets from the perspective of five of the most well-known thought-leaders in this space. Starting this week you will have the chance to view:

  • John Hagel (Author of the Power of Pull and Co-Chairman Center for the Edge at Deloitte & Touche)
  • Christian Finn (Senior Director, WebCenter Evangelist at Oracle)
  • Steve Denning (Author of The Radical Management and Independent Management Consulting Professional)
  • Esteban Kolsky (Principal & Founder at ThinkJar)
  • Ray Wang (Principal Analyst & CEO at Constellation Research)
Stay tuned to hear:
  • How pull organizations are addressing some of the deepest challenges impacting the market.
  • How to integrate social into existing infrastructure and processes.
  • How to apply radical management to become more agile and profitable.
  • About the importance of gamification as an engagement lever.
The first interview with John Hagel will be published tomorrow. Don't miss it and the entire series!

Monday Aug 13, 2012

Upgrading Your Approach to Social Collaboration Success

We're fortunate today to have a guest post by John Brunswick, PMP, Principal Solution Consultant, Oracle.


Upgrading Your Approach to Social Collaboration Success

John BrunswickEngulfed in a sea of buzzwords and new technologies, it is easy to loose sight of the core goals that social collaboration tools support. The "cool" factor of these tools is undeniable, which can actually complicate our ability to zero in on making deployments objectively successful.

Further adding to our challenges, our projects do not exist within a vacuum and are influenced by resource constraints, organizational politics and depth of strategic knowledge within our organization and partner teams.

Seeing as how these factors may not change, how can we close the gap on success with socially collaborative deployments? Wouldn't it be great if we had a few tools to guide our decision making in and around social collaboration technologies?

We inherently approach and judge projects with our own perspective - our "Lens" into the world of social collaboration. If we can enrich our lens to become conscious of new senses for measuring aspects of social collaboration - like Friction and Subtraction, we are better able to critically evaluate our projects.

In Six Counterintuitive Best Practices for Social Collaboration, we introduce with 6 new vantage points to help enable success with your projects. Our session omits buzzwords and discusses objective findings, experience, anecdotes - even daring to suggest you should “Throw Out Your Intranet Home Page” and why.

To prime ourselves for this week's webcast, let's consider the following as we start down a path of upgrading our lens onto social collaboration

Social Collaboration is a Spice - Not the Main Dish

Just as a spice, social collaboration enriches a solution, but does not in and of itself offer the complete solution. We would never eat a tablespoon of cinnamon by itself, but it can make a high value food like oatmeal much more accessible to people interested in having it for breakfast.

In the whitepaper "Three Key Tenets of Optimal Social Collaboration" I propose that the most powerful social collaboration is always ultimately tied to a business entity - the oatmeal in our analogy.

Consider the efforts placed into a new marketing initiative. Social collaboration capabilities can enable participants involved with the new marketing campaign to share in a seamless, collective dialogue and exchange materials related to the initiative. This ultimately offers an accessible means for people to more naturally work around the marking initiative entity that would otherwise span a variety of traditional systems like email, document management and discussion forums.

When thinking about where social collaboration can "spice" up existing process in a line of business, look for the following or similar key words within the process "coordinate, resolve, facilitate, discuss, determine" to gauge the level of applicability.

As Mike Fauscette from IDC pointed out on Monday, many organizations undertake social business initiatives as a grass roots effort, namely because they occur in a place that will make a difference. Social collaboration applied to a problem - because it objectively helps, not just for the sake of using social collaboration, is where the technology shines.

Cataloging process challenges within a given line of business is an excellent starting point for understanding if and where social collaboration can add value.

Become Aware of Social Ergonomics

Perhaps your organization already has social collaboration tools targeted toward a business process like the one highlighted above, but adoption is slow at best. How are your Social Ergonomics?

Software packages are constantly striving to deliver innovation through a myriad of features and functions. If the features and functions are on target with the business needs - what could possibly hinder adoption?

Let's consider our physical world for a moment. What if throughout the course of your work day you needed to correlate information from sources that resided in various buildings in your office space and within each building a ladder was required to access boxes containing the information you required to complete your tasks? In the physical world we instantly rationalize that this does not make sense. We would demand that it be rearranged, as it drastically hinders our ability to work within the environment.

Unfortunately, it is often difficult to recognize where hurdles in our virtual world exist and they often go unrecognized. After all, our organization implemented social collaboration tools, right?

To better understand this critical, but difficult to understand disconnect, let's examine the opposite end of the social ergonomic spectrum. Which systems can we use as examples of excellent social ergonomics? They are the ones that people flock to using - because they are easy and add value to the process that they are supporting. They are not social collaboration for the sake of social collaboration.

If a system has excellent social ergonomics, the technology becomes transparent to the end user.

Getting Your Social Collaboration Critical Tools

Through a series of atypical subject matter, anecdotes and statistics in Six Counterintuitive Best Practices for Social Collaboration, you will become equipped with new tools to critically evaluate and shape your social collaboration experiences to get the most value from your investment.

I look forward to sharing and receiving questions and comments and hope to see you on the webcast.

If you enjoyed John’s thoughts above, you’ll love the upcoming next webcast in the Oracle Social Business Thought Leader Webcast Series this week: Join me for this upcoming webcast6 Counterintuitive Best Practices for Social Collaboration Adoption featuring John Brunswick. 

Looking to implement social and collaboration technologies in your workplace? Sometimes the best tips are the not so obvious ones. Join John Brunswick as he analyzes a series of counterintuitive ways to help increase the return on your social collaboration investments by sharing a series of best practices that may seem counterintuitive. Reviewing practices like "Why Five Users are Better than Five Hundred" and "Throw out your Intranet Home Page", will help shed light on some common misconceptions around how and where intranets and collaboration provide value, to help organizations to grow, manage these systems and ultimately maximize return on their efforts.

John Brunswick is a WebCenter Solution Consultant at Oracle Corporation, specializing in enterprise portal and content management solutions. Prior to this he was a Consulting Practice Manager within BEA System’s Business Interaction Division Professional Services Group. He managed their Enterprise Portal and Business Process Management practices in Canada and New England, helping Fortune 500 companies create solutions to a wide range of business challenges.

He actively contributes to the enterprise software business community and has authored a series of articles about optimal business involvement in portal, business process management and SOA development, examining ways of helping organizations move away from monolithic application development. Brunswick served as an affiliate at Harvard University’s Berkman Center in 2009, focusing on educational Web strategies.

In 2006, he developed ServiceMountain, a commercial software package to help manage small service businesses, which was acquired by a medium-sized software vendor.

John actively leads the Boston Computing Review user group which he founded in 2005, educating members about emerging technologies and industry trends. Prior to working at BEA Systems John was an Implementation Manager at Plumtree Software. Before working at Plumtree Software, John directed Jniche Technology Associates, a small web application development and networking group. John graduated from Boston University with a degree in Business Administration with a concentration in Management Information Systems, is a PMP and holds various technical certification credentials.

Prioritizing Social Business Projects: Where Should You Start?

Register NOW!

Don’t miss our next session in the Oracle Social Business Thought Leader Webcast Series later this week on 08/16/2012: 6 Counterintuitive Best Practices for Social Collaboration Adoption featuring John Brunswick 


As we begin a week looking at Social Collaboration, IDC Analyst, Michael Fauscette provides our first guest post.


Prioritizing Social Business Projects: Where Should You Start?
Michael Fauscette, GVP, Software Business Solutions, IDC

Companies often ask me where they should start when considering applying social tools and processes to some part of the business. I wish I had a simple answer, but like many business issues, it’s a bit complex and depends on several factors. There are some common pitfalls though, that should be avoided when one starts to evaluate where to invest in social tools and in trying to bring about the subsequent change that must accompany any successful social business initiative.Michael Fauscette

It’s easy, for example, to jump immediately into some customer-facing social business activities, mostly because it seems obvious that it’s important. A lot of the initial use of social tools by businesses was tied to marketing, but that has changed quite a bit over the last three years. Customer-facing projects may very well be the highest priority for your business, but before starting any project there are some things that you need to sort out.

The second pitfall is to get so lost in all of the “cool” social tools, that you lose sight of what you’re trying to do. Believe me, I’m as nerdy as anyone and I love new software and technology in general, but the focus of social business is on changing business culture and behavior, not on new software tools. The technology is simply an enabler to make the change easier and more effective.

So, how do you build a social business strategy? First, you have to commit to doing just that — building a strategy based on what’s happening in your market and your business objectives. Many companies start using social tools in an unconscious way, as a grassroots effort. That’s not necessarily wrong or “bad”; grassroots efforts can often point you to areas in the business where they’ll make a real difference and where the culture is ripe for change. They’re just a part of the growing-up process as a social business. At some point though, the business has to consciously decide to invest in social tools and figure out a strategy.

To build an effective social strategy a business should consider:

  • Market (what is impacting your business)
  • Economy
  • State of your brand (positive or negative)
  • Current workforce dynamics
  • Your competition
  • Market share dynamics
  • What your customers are telling you
  • Etc.
  • Social business objectives (what at your business wants to accomplish)
  • Building a collaborative and knowledge sharing culture
  • Increasing customer engagement
  • Improving brand sentiment
  • Increasing product / service innovation
  • Getting employees more engaged and contributing to the business in a broader fashion
  • Building a partner ecosystem
  • Etc.

These are only a few of the many possible market issues and business objectives; they will vary greatly by business. Once you have an overall strategy you can then build a roadmap and start to target the specific projects that you should do. The above list is prioritized according to the business objectives and the strategy. It’s best to start small and increase participation over time, by the way. Remember that whatever you’re doing with social business, you are changing culture and the way people work, and change is never easy.

There are dozens of use cases for social business, but they tend to fall in a few basic categories:

  • Enterprise social networks
  • Customer experience
  • Innovation management
  • Sales enablement

The most common first projects, at least from my research, tend to be either centered around improving the customers experience, like adding social customer support, or around enterprise social networks.

While there’s no way for me to look into a crystal ball and tell you where to start, I do know that many businesses see significant productivity gains from enterprise social networks, or, in other words, from working to eliminate organizational silos, increase collaboration and increase knowledge sharing. It’s often challenging to be more engaged with your customers when internally you are still operating a business that cannot collaborate and communicate effectively.

Where are you seeing the biggest returns? Leave me some ideas in the comments.

Organic Business Networks - featuring Michael Fauscette, GVP, Software Business Solutions, IDC

To hear more with featured guest speaker, Michael Fauscette, GVP, Software Business Solutions, IDC -  Watch the On-Demand webcast of the Oracle Social Business Thought Leader Webcast Series - “Organic Business Networks: Doing Business in a Hyper-Connected World”

Thursday Apr 26, 2012

Watch Today's Webcast on Mobility & Win a Signed Copy of Empowered

Don't miss today's webcast, Mobile is the New Face of Engagement, at 10 am PT / 1 pm ET, when Christian Finn (@cfinn) interviews Ted Schadler (@tedschadler), Vice President and Principal Analyst at Forrester, and co-author of the book, Empowered.

If you haven't read the book, we've got a great opportunity for you today! Watch the webcast and tweet your questions to @oraclewebcenter. Questions will be answered on the blog later on and some lucky people who ask great questions will win a signed copy of Ted's book!

Oracle Corporation
Webcast: Is Social Business an Evolution or Revolution?

Mobile is the New Face of Engagement

Mobile devices are no longer just portable phones that fit in your pocket. They can run applications accessing business systems, thus enabling workers access to content and information they need anytime and anywhere. These mobile applications are the flash point for a much more holistic, far-reaching change to new systems of engagement that empower people in their decision-making moments. Imagine that your application is in your customer's or employee's pocket. Now what are you going to do?

Join us for a conversation with Ted Schadler, Vice President and Principal Analyst at Forrester, as he discusses how to:

  • Avoid the unintended consequences of runaway mobile success
  • Create successful infrastructures that can scale
  • Build mobile centers of excellence

Register now for the Webcast, "Mobile is the New Face of Engagement."

Oracle Fusino Middleware Webcenter

Register Now

Register now for Mobile is the New Face of Engagement, the second Webcast in the series.

Thur., April 26, 2012
10 a.m. PT / 1 p.m. ET

Presented by:

Christian Finn
Christian Finn
Senior Director, Product Management

Ted Schadler
Ted Schadler
Vice President, Principal Analyst,
Hardware and Software Engineered to Work Together
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Monday Mar 05, 2012

Of SharePoint and the Swiss Army Knife: Six Observations

By Christian Finn (@cfinn)

This week is a little unusual: it is SharePoint week here on the WebCenter blog. Traditional marketing theory says you never give your competition exposure; we, however, live in the real world, and love it or hate it, many of you have to use, run, or customize SharePoint as part of your jobs. So, I thought I’d kick the week off by discussing the use of an actual Swiss Army knife and comparing that too how organizations use SharePoint and see what can be learned. Later this week, Howard Beader and Trevor Niblock will show you how and why to break out of the SharePoint Shell. And we have some fun SharePoint  Shell videos and more to share this week as well.

Microsoft SharePoint has long been called, by many, the “IT Swiss Army knife.” Swiss Army knives, of course, are those pocket knives that feature little tools—such as screwdrivers, scissors, can openers, corkscrews, etc., in addition to blades. SO I figured I would compare the two and see what insights came to mind. After all, I come into this comparison with strong credentials: on the one hand, I spent over twelve years at Microsoft, several of them product managing or selling SharePoint, and almost all of them using it; and on the other, last spring I bought my ten year old son a Swiss Army knife and observed him with it on a long multi-day camping trip. So I know whereof I speak!

1. My first observation is that, if a Swiss Army knife is the only tool you have, it can be pretty darn useful. The same is true of SharePoint, and this has been one of the factors in SharePoint’s growth. Compared to a file share, SharePoint has some real value.

2. My second observation is that one would rarely prefer to use a Swiss Army knife when a better tool of the same type is at hand. For example, if you are standing in a stream fishing and need to cut some line, it is very handy. But if you needed to cut some wrapping paper for a gift, while you could use your Swiss Army knife, you’d really rather have full size scissors. The same is also true of SharePoint: I can try to manage all my enterprise content with it, or use it to build my website, but it isn’t really the full size, best of breed tool for those jobs.

3. My third observation is that there are times when the Swiss Army knife just doesn’t work for the problem at hand. For example, when my son’s group needed to anchor the tent on hard ground with stakes, feet or rocks work when the knife’s tools just don’t. And yes, the same is true for SharePoint. You can build a website with it, but you can’t use it to manage your web marketing campaign. If you want to use social tools in your organization, you’ll find that SharePoint’s inherently document-centric design—and its lack of support for a true activity stream—will have you purchasing third party tools for the job.

4. Fourth, some of the tools on a Swiss Army knife you’d prefer not to have in some users’ hands. For example, my son has no need for a corkscrew as a fifth grader. And if he did come across a bottle of wine, I’d rather he didn’t have a way to open it. Likewise, the bundle that is SharePoint includes lots of tools and features which one might rather some users didn’t have at their disposal. Lists, for example, will allow sales people to manage contacts and sales opportunities in SharePoint; but it would be better for everyone if they used a proper CRM package instead.

5. Fifth, both Swiss Army knives and SharePoint require governance—and plenty of it. My son cut himself twice with his knife, despite training, precautions, and supervision. If your organization uses SharePoint—how often have you encountered the equivalent—such as not being able to find a file you know is stored in there; or having to wade through hundreds or thousands of no longer used team sites to find the right one?

6. My sixth and final observation is one where Swiss Army knives and SharePoint diverge. Owning a Swiss Army knife doesn’t discourage you from owning other, proper tools. It’s great for camping trips and outings where you don’t want to carry a lot and aren’t sure what situations you may encounter. But a Swiss Army knife doesn’t replace a real set of tools for daily use, and no one would ever think it could.

SharePoint, however, sometimes does have exactly this effect on IT departments. Adopting SharePoint as a platform, rather than as a tool, tends to cause IT to view SharePoint as the first, and often only, allowed solution to a problem. Because SharePoint is a Swiss Army knife, and not a complete toolbox, this often ends badly.

And it isn’t that outright failure is always (or even often) the result; it is minimal success. People end up using sub-optimal solutions because they appear easy to implement at first; and IT departments find themselves continually investing to increase the degree of success by adding features and capabilities through custom development and third party tools. All of that adds to the cost equation for SharePoint, and sometimes can lead to a backlash: no customization is allowed, because it may interfere with upgrades.

And at that point, you are locked in to using only the SharePoint Swiss Army knife to solve your problems. When that happens, I hope you’re fishing—and calling your WebCenter rep.

Tuesday Jan 03, 2012

5 Best Practices for Embracing the Social Enterprise

As we jump into 2012, we want to focus this week on best practices. Stay tuned as we talk with industry experts and get their thoughts on the latest social, mobile and Web trends.

5 Best Practices for Embracing the Social Enterprise

It is difficult to dispute that organizations embracing the Social Enterprise help to maximize worker efficiency. With this being said, evolving an enterprise to take advantage of social business capabilities requires tenacious design, delivery and management of technical and business efforts.  To make the most efficient journey toward the Social Enterprise consider the following key points.

1.    Define How will you Measure Success - If you were going on vacation and someone asked you where, you would know.  We should not treat the Social Enterprise any differently.  Have clearly defined metrics established to validate project performance and return on investment.
2.    Start with Scope in Mind - The amount of information generated from collaborative activities can be immense.  The value from technologies like Activity Streams is directly correlated to the relevancy of end users.  If users are inundated with materials unrelated to their work, Activity Streams lose their effectiveness.
3.    Don't Confuse Installation with Implementation - Installing Social Enterprise technologies does not mean that your organization's business is capitalizing on evolving to a Social Enterprise.  Find small pockets of people excited to embrace the technology, with clearly defined objectives, to begin leveraging the technology.
4.    Relax - As social capabilities proliferate throughout the enterprise, some people are prompted to ask - "what if someone says x, y or z about our CEO on our intranet?"  Technology does not remove the need to observe traditional business etiquette; people should observe standard business protocol.
5.    Practice - Do not expect others to readily adapt aspects of the Social Enterprise if you are not benefiting from them yourself.  Practice, learn - and then evangelize.

Read more from John Brunswick.

Tuesday Aug 30, 2011

5 Best Practices for Embracing the Social Business

We've been talking a lot about the social business lately on this blog, in the recent Oracle WebCenter Webcast and in our newsletter. In our most recent issue, John Brunswick provided 5 best practices for embracing the social enterprise. Have you tried any of these or have any best practices to share?

Five Best Practices for Embracing the Social Enterprise

It is difficult to dispute that organizations embracing the social enterprise maximize worker efficiency. But evolving an enterprise to take advantage of social business capabilities requires tenacious design, delivery, and management of technical and business efforts. To make the most efficient journey toward the social enterprise consider the following key points.
  1. Define how you will measure success. If you were going on vacation and someone asked you where you were headed, you would know. We should not treat the social enterprise any differently. Have clearly defined metrics established to validate project performance and return on investment.

  2. Start with scope in mind. The amount of information generated from collaborative activities can be immense. If users are inundated with materials unrelated to their work, activity streams lose their effectiveness. Carefully scope your activity streams to ensure their relevancy to users.

  3. Don't confuse installation with implementation. Installing social technologies is only one of the steps towards becoming a social enterprise. Using (implementing) them is another. Find small pockets of people excited to embrace the technology, with clearly defined objectives, to begin leveraging the technology.

  4. Observe business etiquette. As social capabilities proliferate throughout the enterprise, questions arise about users saying something you don’t want said. Technology does not remove the need to observe traditional business etiquette; people should observe standard business protocol.

  5. Practice. Do not expect others to readily adapt aspects of the social enterprise if you are not benefiting from them yourself. Practice, learn—and then evangelize.

Oracle Cloud Content and Process power the next wave of productivity, mobile efficiency, and workgroup innovation. Only Oracle offers an integrated suite of content, process and sites cloud services that enable business users to easily collaborate anywhere, simplify business automation, and communicate more effectively.


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