Friday Jan 17, 2014

Looking Back at our Thought Leaders


Good thought leadership usually stands the test of time and our past series of big thinkers are still relevant today. As you watch and listen to these conversations - it will be certainly be interesting to note the changes to technology and culture that have taken place over the past years following many of the trends spoken about during these conversations. How much have you changed the way you work over the past couple of years? Are you more social, mobile and cloud-focused now?

Top 10 Technology Trends Driving Business InnovationOrganic Business Networks: Doing Business in a Hyper-Connected WorldSocial Business and Innovation

Race Against the MachineMobile is the New Face of EngagementManaging Social Relationships for the Enterprise

5 Critical Descisions Made by Beloved CompaniesEmployee Engagement Benchmark Study


Thursday Mar 21, 2013

Today's WebCast - Oracle Social Business Thought Leaders

Join us today (03/21/2013 10am PST / 1pm EST) for an interesting presentation by Jeanne Bliss on

"The Five Critical Decisions Made by Beloved and Prosperous Companies"

Oracle Social Business Thought Leaders Webcast Series


Wednesday Jan 23, 2013

New Worlds of Customer & Employee Engagement

Employee Engagement

Employee engagement goes far beyond the existence of technology and tools – it is something that needs to be well baked into the culture of the organization. I stumbled upon a wonderful paper on a great site I found that was chock full of interesting articles on employee engagement and the psychology of work and employment and living life to the fullest being personally satisfied and rewarded. The article entitled, “A call for the HIGH PERFORMANCE HUMAN WORKPLACE” by Dominique Giulini, General Manager Novartis Healthcare, Canada talks about the shift in thinking that is required now to promote full employee engagement. Companies are increasingly challenged to create opportunities to fully engage their employees to increase both retention as well as quality of work. I’m sure that many won’t like his approach or suggestions as they do challenge the historic sacred cow of corporate culture – Profit. His premise is quite simple yet presents a significant challenge for today’s leaders:

“This shift is from seeing profit as the goal to profit as the result of meaningful things done in fulfilling ways.”

This shift is best described by using the examples from his paper that talk about one major aspect to this shift – based on numerous studies, employees prefer to have a "Noble Purpose."

This is Noble Purpose - Some Examples:

  • Banking sector: Instead of profit only: Giving credit allows entrepreneurs to realize their dreams and contribute to innovation in society.
  • Insurance: Instead of premium increase: Increasing quality of life by allowing people to focus on the possibilities in their live because their big worries are insured.
  • Computer: Instead of “Selling more computers”: Revolutionizing the access to communication and entertainment.
  • Pharmaceutical:  Instead of “more blockbusters”: Increasing access in the world for Cures.”
  • Books: Instead of selling more books: Being the most customer oriented company in the world. (Amazon)

Noble Purpose is not jargon or a slogan. If it is not genuine it doesn’t work. It starts in a leader’s heart and mind. It is always available if you become 100 percent responsible for it in your company culture.”


When one starts doing research on "Employee Engagement", there are a couple of very well known groups that appear frequently having conducted major research on employee or "human capital" patterns of behavior. Both Aon and Towers Watson have provided insightful research on the topic.

From Aon's "Trends in Global Engagement" Report:

"Engaged employees deliver better performance, which is critical for business success. They understand their role in the business strategy, have a strong connection and commitment to the company, are more involved, and strive to go above and beyond in their jobs. The bottom line is that employee engagement matters—now more than ever. And the solutions for maintaining or improving engagement are increasingly complex for companies operating in an environment of instability and varied economic conditions. Striving to maintain a higher level of employee engagement not only contributes toward short-term survival during economic volatility, but is also a key factor for longer-term business performance and better positioning when market conditions become favorable. The companies that get engagement “right” will enjoy a source of competitive advantage in talent strategy and business results that is hard for others to replicate."

Embed engagement into business practices - engaging employees can't be a side thought. It needs to be part of the culture and fabric of the organization. Growing a culture of collaboration that allows employees easy and rapid communication speeds up both internal and external, employee and customer satisfaction.

From the Towers Watson 2012 Global Workforce Study — conducted with 32,000 employees across 30 countries:

“The first gap is effectively enabling workers with internal support, resources and tools, which can take a variety of forms. Think of the helpful supervisor who prioritizes and organizes work, regardless of whether the employee is in front of him or her, or 1,000 miles away working at home or in a remote office. Think of efficient technology that works (and a helpful help desk when it doesn’t). Think of a collegial work team ready to jump in to help. Or of online tools and processes that give remote or contract workers access to information and guidance to make good job-related decisions in real time.”

“When engagement starts to decline, companies become vulnerable not only to a measurable drop in productivity, but also to poorer customer service and greater rates of absenteeism and turnover.” (from Towers Watson 2012 study)

Keeping employees engaged leads to happier employees and ultimately that translates to happier customers. This is outlined clearly in a post on the Harvard Business Review Blog by Tony Schwartz, entitled "How Employee Engagement Hits the Bottom Line". In this post, Tony Schwartz praises the results of the 2012 Towers Watson study that "makes the most powerful, bottom line case yet for the connection between how we feel at work and how we perform." 

He writes further; "For leaders, the key is to begin thinking of themselves as Chief Energy Officers. Energy is contagious, for better and for worse, and disproportionately so for leaders — by virtue of their influence. "The manager is at the heart of what we might think of as a personal employee ecosystem," the Towers Watson study concludes, "shaping individual experience ... day in and day out.""

Side Note: Interestingly enough, Tony Schwartz also has the record for the most read blog post in 2012 on the HBR site with a post that everyone should read to reset their multitasking behavior and expectations for more depth and productivity. "The Magic of Doing One Thing at a Time" by Tony Schwartz

Most of the social engagement rhetoric comes down to directing an organization’s focus on building a customer-centric organization starting from the inside out. Without the employee and customer-centric internal health of the organization, the external or customer-facing engagement is doomed for failure. Here’s an interesting video from the 2012 Oracle OpenWorld Customer Experience Summit Keynote with one of our partners, SapientNitro speaking with customer, Vail Resorts, on the importance of building a customer-centric corporate culture.



There has been a lot written about how to better engage with your customers across all of the new and existing or "legacy" channels of communication. Most companies were used to evaluating how well they were doing in retail or other face to face engagement modes. With the rapid growth of online and social engagement venues, today's successful organizations have been forced to align their channels for message consistency, culture, and context. 

For a deeper dive into this subject, not so long ago, we hosted Ray Wang, Principal Analyst & CEO from Constellation Research as part of our Social Business Thought Leaders Webcast Series where he spoke on the 9 C’s of Customer Engagement - How to Engage Your Customers and Employees.


Wednesday Dec 12, 2012

Rapid Evolution of Society & Technology

Oracle WebCenter Cafe Podcast Center We caught up with Brian Solis on the phone the other day and Christie Flanagan had a chance to chat with him and learn a bit more about him and some of the concepts he'll be addressing in our Social Business Thought Leaders Webcast on Thursday 12/13/12.

«--- Interview with Brian Solis 

Be sure and register for this week's webcast ---»

-------------------

Guest post by Brian Solis. Reposted (Borrowed) from his posting of May 24, 2012

Dear [insert business name], what’s your promise?



- Brian Solis

You say you want to get closer to customers, but your actions are different than your words.

You say you want to “surprise and delight” customers, but your product development teams are too busy building against a roadmap without consideration of the 5th P of marketing…people.

Your employees are your number one asset, however the infrastructure of the organization has turned once optimistic and ambitious intrapreneurs into complacent cogs or worse, your greatest detractors.

You question the adoption of disruptive technology by your internal champions yet you’ve not tried to find the value for yourself.

You’re a change agent and you truly wish to bring about change, but you’ve not invested time or resources to answer “why” in your endeavors to become a connected or social business.

If we are to truly change, we must find purpose. We must uncover the essence of our business and the value it delivers to traditional and connected consumers. We must rethink the spirit of today’s embrace and clearly articulate how transformation is going to improve customer and employee experiences and relationships now and over time. Without doing so, any attempts at evolution will be thwarted by reality. In an era of Digital Darwinism, no business is too big to fail or too small to succeed.

These are undisciplined times which require alternative approaches to recognize and pursue new opportunities. But everything begins with acknowledging the 360 view of the world that you see today is actually a filtered view of managed and efficient convenience. Today, many organizations that were once inspired by innovation and engagement have fallen into a process of marketing, operationalizing, managing, and optimizing. That might have worked for the better part of the last century, but for the next 10 years and beyond, new vision, leadership and supporting business models will be written to move businesses from rigid frameworks to adaptive and agile entities.

I believe that today’s executives will undergo a great test; a test of character, vision, intention, and universal leadership. It starts with a simple, but essential question…what is your promise?

Notice, I didn’t ask about your brand promise. Nor did I ask for you to cite your mission and vision statements. This is much more than value propositions or manufactured marketing language designed to hook audiences and stakeholders. I asked for your promise to me as your consumer, stakeholder, and partner. This isn’t about B2B or B2C, but instead, people to people, person to person. It is this promise that will breathe new life into an organization that on the outside, could be misdiagnosed as catatonic by those who are disrupting your markets.

A promise, for example, is meant to inspire. It creates alignment. It serves as the foundation for your vision, mission, and all business strategies and it must come from the top to mean anything. For without it, we cannot genuinely voice what it is we stand for or stand behind. Think for a moment about the definition of community. It’s easy to confuse a workplace or a market where everyone simply shares common characteristics. However, a community in this day and age is much more than belonging to something, it’s about doing something together that makes belonging matter

The next few years will force a divide where companies are separated by intention as measured by actions and words. But, becoming a social business is not enough. Becoming more authentic and transparent doesn’t serve as a mantra for a renaissance. A promise is the ink that inscribes the spirit of the relationship between you and me. A promise serves as the words that influence change from within and change beyond the halls of our business. It is the foundation for a renewed embrace, one that must then find its way to every aspect of the organization. It’s the difference between a social business and an adaptive business. While an adaptive business can also be social, it is the culture of the organization that strives to not just use technology to extend current philosophies or processes into new domains, but instead give rise to a new culture where striving for relevance is among its goals. The tools and networks simply become enablers of a greater mission

You are reading this because you believe in something more than what you’re doing today. While you fight for change within your organization, remember to aim for a higher purpose. Organizations that strive for innovation, imagination, and relevance will outperform those that do not. Part of your job is to lead a missionary push that unites the groundswell with a top down cascade. Change will only happen because you and other internal champions see what others can’t and will do what other won’t. It takes resolve. It takes the ability to translate new opportunities into business value. And, it takes courage.

“This is a very noisy world, so we have to be very clear what we want them to know about us”
-Steve Jobs

-----------------------------------------------------------------

So -- where do you begin to evaluate the kind of experience you are delivering for your customers, partners, and employees? 

Take a look at this White Paper: Creating a Successful and Meaningful Customer Experience on the Web

and then have a cup of coffee while you listen to the sage advice of Guy Kawasaki in a short video below.  



An interview with Guy Kawasaki on Maximizing Social Media Channels 

Friday Sep 14, 2012

Managing Social Relationships for the Enterprise – Part 2

Reggie BradfordReggie Bradford, Senior Vice President, Oracle 

On September 13, 2012, I sat down with Altimeter Analyst Jeremiah Owyang to talk about how enterprise businesses are approaching the management of both their social media strategies and internal structures.Jeremiah Owyang

There’s no longer any question as to whether companies are adopting social full throttle. That’s exactly the way it should be, because it’s a top online behavior across all age groups. For your consumers, it’s an ingrained, normal form of communication.

And beyond connecting with friends, social users are reaching out for information and service from brands. Jeremiah tells us 29% of Twitter followers follow a brand and 58% of Facebook users have “Liked” a brand. Even on the B2B side, people act on reviews and recommendations.

Just as in the early 90’s we saw companies move from static to dynamic web sites, businesses of all sizes are moving from just establishing a social presence to determining effective and efficient ways to use it. I like to say we’re in the 2nd or 3rd inning of a 9-inning game. Corporate social started out as a Facebook page, it’s multiple channels servicing customers wherever they are. Social is also moving from merely moderating to analyzing so that the signal can be separated from the noise, so that impactful influencers can be separated from other users.

Organizationally, social started with the marketers. Now we’re getting into social selling, commerce, service, HR, recruiting, and collaboration. That’s Oracle’s concept of enterprise social relationship management, a framework to extend social across the entire organization real-time in as holistic a way as possible.

Social requires more corporate coordination than ever before. One of my favorite statistics is that the average corporation at enterprise has 178 social accounts, according to Altimeter. Not all of them active, not all of them necessary, but 178 of them. That kind of fragmentation creates risk, so the smarter companies will look for solutions (as opposed to tools) that can organize, scale and defragment, as well as quickly integrate other networks and technologies that will come along.

Our conversation goes deep into the various corporate social structures we’re seeing, as well as the advantages and disadvantages of each. There are also a couple of great examples of how known brands used an integrated, holistic approach to achieve stated social goals.

What’s especially exciting to me is the Oracle SRM framework for the enterprise provides companywide integration into one seamless system. This is not a dream. This is going to have substantial business impact in the next several years.


Watch Managing Social Relationships for the Enterprise On-Demand

Thursday Sep 13, 2012

Join the Conversation #socbiz #oracle

FASTER REAL-TIME SOCIAL ENGAGEMENT? ARE YOU READY?

Join us for this webcast Today!


Wednesday Sep 12, 2012

Social By The Numbers




Thursday Sep 06, 2012

Oracle's Vision for the Social-Enabled Enterprise

Oracle Executive Strategy Update. Oracle’s Vision for the Social-Enabled Enterprise. Oracle Cloud

Join us for the Webcast.

Mon., Sept. 10, 2012
10 a.m. PT / 1 p.m. ET

Twitter Join the conversation:
#oracle and #socbiz
Mark Hurd

Mark Hurd

President, Oracle

Thomas Kurian

Thomas Kurian

Executive Vice President, Product Development, Oracle

Reggie Bradford

Reggie Bradford

Senior Vice President, Product Development, Oracle

Dear Colleague,

Smart companies are developing social media strategies to engage customers, gain brand insights, and transform employee collaboration and recruitment. Oracle is powering this transformation with the most comprehensive enterprise social platform that lets you:

  • Monitor and engage in social conversations
  • Collect and analyze social data
  • Build and grow brands through social media
  • Integrate enterprisewide social functionality into a single system
  • Create rich social applications

Join Oracle President Mark Hurd and senior Oracle executives to learn more about Oracle’s vision for the social-enabled enterprise.

Register now for this Webcast.

Hardware and Software, Engineered to Work Together
Oracle Corporation
Copyright © 2012, Oracle and/or its affiliates.
All rights reserved.
Contact Us | Legal Notices and Terms of Use | Privacy Statement



Friday Jul 20, 2012

The CXO in the Next-Generation Enterprise

Michael Fauscette

Todays guest post by:
Michael Fauscette, GVP, Software Business Solutions, IDC
~~~

The CXO in the Next-Generation Enterprise

Less than six years ago, no company had a Facebook page or Tweeted about its brand on Twitter. In fact, just a little more than 12 years ago, most companies treated Websites like a billboard — a destination where people went to “learn” about the company’s products. Brands controlled their messages and presented those messages to customers and prospects.

Today, prospects and customers look for information about a brand online everywhere but the company-controlled Website. Social networks offer trust-filtered advice and information that’s perceived as much more accurate. The social Web, with its communities and user-generated content, has helped fuel a change in attitudes and expectations across a broad population.

Another key trend, consumerization of IT, has created a different path of innovation in business, where the most innovative ideas and technologies are formed in the consumer space and pulled into the enterprise, again creating different expectations and empowered action.

Business is under pressure from customers, employees, stockholders, stakeholders and partners to do things differently, as the economy shifts away from the old industrial models into an age driven by information and the Internet’s ability to create different business models, communication channels, and open systems. Nowhere in business are these pressures felt more than in the executive suites across all industries, and spreading to all geographies.

Traditional management and leadership models, just like business models, were created for a different time, and are starting to fall short in helping businesses adapt to change. As the pace of change accelerates, executives are finding that strategy isn’t something that can be static, but instead must be flexible and adaptable to real-time inputs ranging from customer feedback to changing market conditions. Old command-and-control, hierarchical organizational structures are too siloed and inhibit knowledge-sharing and a collaborative culture.

Management models, just like business models, must adapt to the next-generation enterprise that is mobile, social, collaborative, data-driven, and has an adaptable and flexible business strategy. Next-generation executives will:

    • “Coach” instead of “manage”

    • Value and reward personal responsibility and accountability

    • Foster an open and transparent culture that leads to higher ethical standards

    • Build a culture that rewards knowledge-sharing and breaks down old knowledge-hoarding tendencies; information is the life blood of a next-generation enterprise

    • Operate in an empowering environment where employees have the power to and feel the obligation to speak up and take action when things are not working correctly

    • Power and communication are networked (not hierarchical) with people-centric nodes connecting the enterprise together, people to people, people to data, people to information, and people to system

    • All stakeholders have a voice and can influence the community that is now the essence of the business

    • Managers exist to serve, not be served

Business is changing, and management and business models must change to stay competitive. The changes are mostly about culture, and culture often does not change quickly. People fall back to habits that are comfortable, and resist change that seems uncomfortable. While a lot of the changes that businesses are experiencing are coming bottom-up, it is critical that executives understand these changes and adapt to create an environment of empowerment and collaboration.


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”

Monday Jul 16, 2012

New Technology Trends: Oracle Social Business Thought Leaders

In today’s always-connected, global environment, the business world is increasingly flat. Organizations must operate 24/7 utilizing teams distributed in different locations and time zones. These frequently ad-hoc but critical workgroups are the heart of the new social enterprise—driving business processes forward, spearheading change to keep an organization vibrant and relevant, and driving innovation to ensure business success.

Join us for our Social Business Thought Leaders Webcast series featuring industry experts with leading perspectives about how social tools, technology, and the changing workplace are affecting businesses today.


Coming up later this week, we’ll be broadcasting a fascinating discussion with one of the major technology thought leaders of this decade, Andy Mulholland. We featured Andy earlier in our webcast series and there was so much interest and so much more to discuss, that we invited him back another time. 

The topic this week will be: Top 10 Technology Trends Driving Business Innovation

Register Here
Thursday, July 19, 2012 10a.m. PT/1 p.m. ET 

- Hosted by Christian Finn

- Featuring: Andy Mulholland, Global CTO, Capgemini

Here's a preview from Andy's "CTOBlog" - Ten Game Changing Technology Shifts in 2012 - 

For those of you that aren't familiar with Andy. Here's a snip of his bio from the CTOBlog.

Andy Mulholland was formerly Capgemini Global Chief Technology Officer, Andy was a member of the Capgemini Group management board and advised on all aspects of technology-driven market changes, together with being a member of the Policy Board for the British Computer Society. Andy is the author of many white papers, and the co-author of three books that have charted the current changes in technology and its use by business starting in 2006 with ‘Mashup Corporations’ detailing how enterprises could make use of Web 2.0 to develop new go to market propositions. This was followed in May 2008 by Mesh Collaboration focusing on the impact of Web 2.0 on the enterprise front office and its working techniques, then in 2010 “Enterprise Cloud Computing: A Strategy Guide for Business and Technology leaders” co-authored with well-known academic Peter Fingar and one of the leading authorities on business process, John Pyke. The book describes the wider business implications of Cloud Computing with the promise of on-demand business innovation. It looks at how businesses trade differently on the web using mash-ups but also the challenges in managing more frequent change through social tools, and what happens when cloud comes into play in fully fledged operations. Andy was voted one of the top 25 most influential CTOs in the world in 2009 by InfoWorld and is grateful to readers of Computing Weekly who voted the Capgemini CTOblog the best Blog for Business Managers and CIOs each year for the last three years.

-------------------

Can You Name the Trends?

No need to do the research. Come to this Webcast and find out. Join the conversation as Andy discusses the 10 game-changing technology trends that will enable business innovation.

As you might expect, three of the trends discussed will be:

  • Mobility: from nice-to-have to a cornerstone of user engagement
  • Big data: how to acquire, organize, and analyze it
  • Cloud computing: how to build applications, automate processes, collaborate, and secure the enterprise

But you’ll have to attend the Webcast to learn about the other seven trends. Register now. And profit from the experience.

Friday Jun 22, 2012

Oracle @ E20 Conference Boston - Building Social Business

Oracle WebCenter is The Engagement Platform Powering Exceptional Experiences
for Employees, Partners and Customers

The way we work is changing rapidly, offering an enormous competitive advantage to those who embrace the new tools that enable contextual, agile and simplified information exchange and collaboration to distributed workforces and  networks of partners and customers. As many of you are aware, Enterprise 2.0 is the term for the technologies and business practices that liberate the workforce from the constraints of legacy communication and productivity tools like email. It provides business managers with access to the right information at the right time through a web of inter-connected applications, services and devices. Enterprise 2.0 makes accessible the collective intelligence of many, translating to a huge  competitive advantage in the form of increased innovation, productivity and agility.

The Enterprise 2.0 Conference takes a strategic perspective, emphasizing the bigger picture implications of the technology and the exploration of what is at stake for organizations trying to change not only tools, but also culture and process. Beyond discussion of the "why", there will also be in-depth opportunities for learning the "how" that will help you bring Enterprise 2.0 to your business. You won't want to miss this opportunity to learn and hear from leading experts in the fields of technology for business, collaboration, culture change and collective intelligence.

Oracle was a proud Gold sponsor of the Enterprise 2.0 Conference, taking place this past week in Boston.

For those of you that weren't able to make it - we've made the Oracle Social Network Presentation session available here and have posted the slides below.


The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracles products remains at the sole discretion of Oracle.











Tuesday Jun 19, 2012

Social Technology and the Potential for Organic Business Networks

Michael Fauscette

Guest Blog Post by:  Michael Fauscette, IDC

There has been a lot of discussion around the topic of social business, or social enterprise, over the last few years. The concept of applying emerging technologies from the social Web, combined with changes in processes and culture, has the potential to provide benefits across the enterprise over a wide range of operations impacting employees, customers, partners and suppliers. Companies are using social tools to build out enterprise social networks that provide, among other things, a people-centric collaborative and knowledge sharing work environment which over time can breakdown organizational silos.

On the outside of the business, social technology is adding new ways to support customers, market to prospects and customers, and even support the sales process. We’re also seeing new ways of connecting partners to the business that increases collaboration and innovation. All of the new "connectivity" is, I think, leading businesses to a business model built around the concept of the network or ecosystem instead of the old "stand-by-yourself" approach.

So, if you think about businesses as networks in the context of all of the other technical and cultural change factors that we're seeing in the new information economy, you can start to see that there’s a lot of potential for co-innovation and collaboration that was very difficult to arrange before. This networked business model, or what I've started to call “organic business networks,” is the business model of the information economy.

The word “organic” could be confusing, but when I use it in this context, I’m thinking it has similar traits to organic computing. Organic computing is a computing system that is self-optimizing, self-healing, self-configuring, and self-protecting. More broadly, organic models are generally patterns and methods found in living systems used as a metaphor for non-living systems.

Applying an organic model, organic business networks are networks that represent the interconnectedness of the emerging information business environment. Organic business networks connect people, data/information, content, and IT systems in a flexible, self-optimizing, self-healing, self-configuring, and self-protecting system. People are the primary nodes of the network, but the other nodes — data, content, and applications/systems — are no less important.

A business built around the organic business network business model would incorporate the characteristics of a social business, but go beyond the basics—i.e., use social business as the operational paradigm, but also use organic business networks as the mode of operating the business. The two concepts complement each other: social business is the “what,” and the organic business network is the “how.”

An organic business network lets the business work go outside of traditional organizational boundaries and become the continuously adapting implementation of an optimized business strategy. Value creation can move to the optimal point in the network, depending on strategic influencers such as the economy, market dynamics, customer behavior, prospect behavior, partner behavior and needs, supply-chain dynamics, predictive business outcomes, etc.

An organic business network driven company is the antithesis of a hierarchical, rigid, reactive, process-constrained, and siloed organization. Instead, the business can adapt to changing conditions, leverage assets effectively, and thrive in a hyper-connected, global competitive, information-driven environment.

Join me for this upcoming webcastTo hear more on this topic – I’ll be presenting in the next webcast of the Oracle Social Business Thought Leader Webcast Series - “Organic Business Networks: Doing Business in a Hyper-Connected World” this coming Thursday, June 21, 2012, 10:00 AM PDT – Register here

Thursday May 24, 2012

Up Next, John Mancini!

Oracle Social Business Thought Leaders Webcast Series

Social Business and Innovation - Click Here ->>> WATCH TODAY ON_DEMAND! <<<<<

Guest post by Christian Finn,  Sr. Director, Product Management, Oracle WebCenter

John Mancini, President of AIIM-- the 65,000 member community of information professionals-- takes center stage today as the next guest speaker in our Social Business Thought Leaders webcast series. I’ve had the privilege to get to know and work with John over the last several years, and he’s one of the most knowledgeable and engaging speakers in the industry.

John is also a terrific organizational leader. AIIM has a long history as a pre-eminent content management association. But as social technologies became prevalent and then pervasive over the last few years, John showed the foresight to embrace the social revolution and evolve AIIM’s mission to bring together what John calls “systems of record” with “systems of engagement.” Today he’ll share his views on this journey with you, but it’s more than just a presentation. John has invested, along with many industry partners, in doing original research on the convergence of ECM and social and its implications.

Over the last two years, John organized two research two task forces. One was led by Geoffrey Moore, the renowned high tech marketing guru and author of Crossing The Chasm. Andrew McAfee, who coined the term and wrote the book, Enterprise 2.0, chaired the other. Moore’s work highlighted the changes to Enterprise IT that the social revolution will engender, and McAfee researched where and how organizations are finding value in using social techniques to foster innovation, scale Q&A across the organization, and connecting sales and marketing for greater efficiency and effectiveness by talking to leading customers who have adopted social.

The output of these task forces are a series of free, brief whitepapers that make excellent reading and I highly recommend them. You can download them on the AIIM website: effectiveness. Moore’s whitepaper is here and McAfee’s whitepapers are available here.

You can also connect with John, his AIIM team, and many great fellow customers at the wonderful conference AIIM has started up, which next year will be in New Orleans with a great lineup of speakers such as Seth Godin and David Pogue. You can sign up for more information about the next AIIM conference here. You can also follow John, a profilic Tweeter, at @johnmancini77 .

Best wishes and enjoy the webcast!

Tuesday May 22, 2012

SOCIAL BUSINESS AND INNOVATION

Oracle Social Business Thought Leaders Webcast Series

Are you losing sleep at night staring at the ceiling wondering about:

How content management and Enterprise IT are being changed by social technologies?

How social technologies are being used to drive innovation and transform processes?

What the implications of this transformation are for information professionals?

Of course you are!  

Worry no more! Tune in this week and hear John Mancini present his industry-changing views on these topics and others as our series of Social Business Thought Leaders Webcast Series continues its momentum as thousands have viewed our topical thought-provoking free webcasts.

John Mancini, President, AIIM

SOCIAL BUSINESS AND INNOVATION

John Mancini, President, AIIM

Date: Thursday, May 24, 2012 - 10:00 AM PDT

Moving from Records to Engagement to Insight — AIIM President John Mancini discusses the factors that are driving organizations to think more strategically about the intersection between content, social, and process. Join us for this webcast to hear how content management and Enterprise IT are being changed by social technologies and how those technologies are being used to drive innovation and transform processes.

REGISTER HERE

»»»»»»»»»»»

John F. Mancini joined AIIM in May 1996. AIIM helps organizations find, control, and optimize their information. AIIM's activities are organized into 3 areas: 1) training; 2) B2B marketing support services; and 3) research. Prior to joining AIIM, Mancini spent 11 years in various positions at the American Electronics Association in Washington, D.C., most recently as Executive Vice President and Chief Operating Officer. He has also served as Executive Director of the Foundation for Public Affairs.

Mancini is a frequent speaker at meetings and conferences throughout the world on various topics including the content management marketplace and E20 technologies. Contact him if you are looking for a keynote for your next meeting. Click on this link -- http://www.slideshare.net/jmancini77/info360-keynote-by-aiim-president-john-mancini -- for an example of a previous keynote on Disruptive Technologies. Some other recent "mini topics" (that can be expanded into broader presentations...) The Facebook Dilemma, The Mobile Exigency, The SharePoint Paradox, The Shutterfly Effect, and The Black Swan.

Mancini holds a bachelor's degree from the College of William and Mary and a master's degree from Princeton University. Mancini blogs under the title Digital Landfill (http://www.digitallandfill.org), tweets as jmancini77, can be found as jmancini77 on LinkedIn and Facebook. and is the creator of the "8 things" series. He is the author quite some time ago of a children's book, Will's Christmas List, which has sold literally tens of copies.

Friday May 11, 2012

Enterprise Social Networks: The Heart of Any Social Business

As we wrap up this week on social collaboration and engagement, today’s guest post comes from David Christopher. David heads up Oracle’s EMEA Social Networking & Business Collaboration (SNBC) programme along with leading one of the executive programmes and Content / Portal Management. This post was originally featured on David’s StopThinkSocial site.


Social Networks in our personal lives have become so embedded in our culture that signs like "Follow me on Twitter" or "Like my Facebook Page" are becoming the norm. I even saw one on the side of a local bus recently requesting to follow the bus company on Twitter.

So if we have embraced social networks in our personal lives so readily to be better connected to our friends, why is it taking so long to do the same inside a company to better connect our employees?

A company that is socially connected is not just going to be more effective and more efficient, but it's going to have a knowledge reach spanning the entire company that any employee can tap into and make use of. This is the Power of the Enterprise Social Network and the heart of any Social Business.

"It's not important for you to know all the answers, but it's key that you know someone in your employee network that does"

Many of the presentations I now give uses this tag line because it's time we put more focus and attention on building employee social relationships. By doing so we build up employee trust and an expansive knowledge network which we can then utilise.

Let's take the following scenario:

Your CEO is tired of the scatter gun like approach to internal communications and wants something done about it. As your companies Head of Communications your CEO assigns you to deal with it quickly.

However, you already have a PR nightmare on your hands which is taking up all of your time...

So what do you do...

  • bluff your CEO and drag out the project with high level strategy stuff that talks a good project but delivers nothing (oh yeah, you know what I'm talking about!) ?
  • put in a lot of over-time?
  • assign someone in your team to take on the project and re-prioritise their priorities?

None of these responses are ideal and are unlikely to deliver a good solution.

However, for a company that has embraced Enterprise Social Networks, there is another way....put a "Shout Out" to your employees asking for active participants (volunteers to be part of the project team) and passive contributors (volunteers to contribute from the sidelines).

This "Shout Out" approach provides some great business benefits:

  • avoids duplication of time, money and effort if someone is already working on something similar in your organisation (in large enterprises duplication is often a common occurrence)
  • delivers a better solution as the volunteers are interested in the subject matter
  • allows you access to a large knowledge network to minimise risks and issues
  • provides a better chance of adoption as the employees themselves have been involved in the delivery of the project

I call this Open Collaboration (yes, I avoided using the term social) and have been trialing it now for a while with some great success.

This is just one example of what you can do once your company's employees are better socially connected which couldn't be possible without first developing your Enterprise Social Network.

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