Clayton M. Christensen describes in his innovation book “Seeing What’s Next” IBM’s strategy of focusing on designing computing machines where they control and develop everything, going from processor, memory, hard drives, to the operating system and software. This gives IBM full control over the machine so they can heavily optimise all the components and software for maximum performance and reliability.
Let’s be honest with each other, Microsoft’s SharePoint 2007 isn’t the best kid in class with respect to being an Enterprise 2.0 or social media platform. Although the dedicated Microsoft SharePoint 2007 Social Computing website boasts the enterprise social computing features of SharePoint, it is a mere “what it should’ve been”, rather than what is being delivered.
To what extent is an external customer community different from an internal employee community? If you think about it, they serve similar goals.
ThoughtFarmer is an alliance partner of ours, and provides intranet software that fosters collaboration and communication. After many deployments, they have seen many challenges to personalizing the intranets of organizations. We asked Gordon Ross, the Vice President of ThoughtFarmer, to share his thoughts and experiences with us.
Dachis Group researches, tracks, and utilizes many different technology tools on behalf of our clients. We thought it would be a good idea to share our initial efforts and ask for contributions to make it better.
The fundamentals of social business design can be applied to many different sectors and to many different business processes. Whilst, by definition, those fundamentals remain constant, or at least relatively stable, the application of them can vary widely. What follows are just three quick, high-level, examples of how the pharmaceutical industry could use social business design to its advantage.
Andrew McAfee is known as the father of Enterprise 2.0. In 2006 he wrote the paper “Enterprise 2.0: The Dawn of Emergent Collaboration,” which for many of us gave a single point of reference for the work being done in enterprise social software and “Office 2.0″ until then. Since then Enterprise 2.0 has started to come of age, and I thought the Enterprise 2.0 conference in San Francisco would be a perfect opportunity to sit down and discuss the past and future of collaboration, social software and business strategy.
From a holistic perspective, we talk about the need for organizations to become more socially calibrated—able to adapt and respond to changes both externally and internally. The three areas where emergent outcomes can manifest are, participation with your customers, collaboration between your employees and optimization in the interactions/transactions between your business and its partners. Digging into customer participation, it’s clear that in a networked economy customers demand engagement, information, support and ultimately, value and ecosystems such as Twitter are beginning to deliver here.