This blog continues to share ideas and hopes to generate discussion on social business, knowledge management, and emerging technologies. It also increasingly covers my home, New Orleans, my painting, and travels.
The Wall Street Journal provides some good advice
on building successful online communities in, The Fans Know Best.It begins with the observation that
most often with most successful online communities are not started by companies
but by their fans.The company
versions tend to be too controlling and stifle participation and contribution.
The first tip follows form this observation: Stop controlling everything. Most
company-run communities host discussions about their products and service but
allow nothing they consider off this topic. They are often afraid on getting
content about their competitors or complain about their products. However, they
fail to realize that people with these thoughts can go to the many other communities
on the topic. Then the company loses the chance to respond and the opportunity
to learn about genuine concerns with the product that might need fixing.Just because the comments are not
allowed on the company site, does not mean they go away. In fact, they may come
back with a vengeance on other sites.
A great example of consumer revenge is the United
Break Guitars video that had 5,692,353
views they last time I looked and my be making a career for the song writer who
had United Airlines break his guitar and refuse to compensate him after a year
of effort to get justice on his part. An open community might have let United become aware of the
danger of their lack of response before the passenger was driven to write a
song over his efforts.
The second tip is to welcome diversity.Many companies actually limit visitors
to existing customers. This seems to defy logic. I would think they would want
to use the community to bring in potential customers and have them talk with
customers to learn the value of the product from a more trusted resource. Having
a diverse community will also enable more creative insights for product use.
The third tip is to allow community members the ability
to interact. Some company led
communities only allow visitors to interact with company representatives. What
are they afraid of? People are
much more likely to believe another customer than a company person. I have experienced
this may times myself. However,
fan run communities by definition support this exchange.
The fourth tip is to monitor and support fan run
communities even if you cannot be like them. Apparently most companies have not
taken this step. Here is where Darwin can help as it will allow companies to
discover the themes that emerge within fan communities and the relationships
between content. Often unanticipated content can be uncovered. There is more on our Darwin Discovery Engine blog.
On this blog I have asked if social media is like taking a nap,
going to the water cooler, or going out for a smoke?Here is a study from Retrevo that asks a different question:
Is Social Media the New Cigarette? It other words, it looked at social media
addiction and found a lot. Retrevo's "Gadgetology Report" is an
ongoing study of people and electronics from consumer electronics shopping
site. The data came from a study of online individuals conducted by an
independent panel. The sample size was 771 distributed across gender, age,
income and location in the United States. So the results reflect active online
It found that their sample used social media in the car (over 35 – 9%,
under 35 – 40%), at work (over 35 – 29%, under 35- 64%), on vacation (over 35 – 41%,under 35 - 65%), on a date (over 35-
9%,under 35 - 34%), and after sex
(over 35 - 8%,under 35 -
36%).This raises several issues.
For example, I wonder how many of the at work users are doing at the companies
that ban social media at work?How
many of the drivers are violating laws against this activity?
seems to be the most addictive. For respondents under age 35, 27% of those who
use Facebook said they check it more than 10 times a day compared to 39% of
Twitter users checking in on Twitter more than 10 times a day. Across all age groups, 56% say they check it between one and ten times a day. I certainly find Twitter more addictive. The activity is very fast and real time so you want to
stay connected and it is easy to make a quick check.
biggest enablers of this new addiction seem to be smartphones and other mobile
devices, especially if you are under 35. In the Gadgetology study only 19% of
the 35+ group use a phone as the preferred device for social media services
with 81% preferring instead a desktop or laptop computer. This is me as I never
use a phone, even though I have an iPhone. Perhaps I will as I get more used to
my iPhone. Over on the other side of the generation gap they found 46% of those
younger than 35 indicating their preference for a mobile device for all things
has already affected the workplace in several ways. Mobile devices are found to
drive up business related social media use in other studies and
like the state government in Utah have recognized these trends and acted
proactively by creating guidelines that encouraged appropriate use. This is
much better than banning it at work. However, there are situations when bans
are the right thing. For example, the dangers of doing social at the wrong time
are being recognized by such actions as the recent ban on Federal government
employees texting while driving.
media will not go away.In fact,
it can be addictive for some. Work place policy and governance needs to
recognize this and channel this addiction in appropriate ways. Bans are not the
answer or even implementing simple limitations. If your job involves business
intelligence or customer service you might what to check Twitter at least ten
times a day.
Are you addicted to social media? How often do you check it? Is
Twitter the biggest addiction?
Yesterday at its User Summit, Greg Gianforte CEO, introduced RightNow CX, a customer experience suite designed to increase customer engagement. RightNow CX addresses three primary customer engagement points—the Web Experience, the Social Experience, and the Contact Center Experience— to enable a seamless experience, regardless of the number or type of interactions initiated. Unlike CRM, which is an internally focused customer management systems, CX solutions are rooted in the end consumer. It turns customer relationship management on its head to better align with what is happening on the Web with social media.
The 2009 RightNow Customer Experience Impact Report found that 86 percent of consumers quit doing business with a company due to a bad customer experience; 82 percent of consumers that had a bad experience told others about it. This is consistent with other reports I have seen and extends the trends found in their 2008 report (see: Customer Service Still Matters - Even More Than Ever). With social tools at their disposal, the repercussions of this can be enormous. Many customers are now more likely to talk about their experiences on social media than deal with the company’s web site. The famous United Break Guitars video is a classic example with its over 5.7 million views.
The RightNow Web Experience integrates into a company’s existing web infrastructure for a fully branded online customer experience. When consumers visit a website they find an interactive, branded environment. They can also easily transition across web self-service, agent online, mobile devices and telephone assistance based on their needs. The RightNow Web Experience includes Customer Portal (for web and mobile self service), Chat and Co-Browse, Email Management and Web Experience Designer.
The RightNow Social Experience taps into social networking (e.g., YouTube, Twitter, or Facebook) to promote brands, facilitate community, address customer concerns and drive revenue. The RightNow Social Experience allows companies to proactively monitor the discussions occurring on the social web, as well as facilitate interactions within communities sponsored by their brand.
RightNow recently acquired HiveLive, an enterprise-class social platform provider. With the release of RightNow November ’09, also announced yesterday, the HiveLive technology has been fully integrated and is now part of the RightNow Social Experience which includes Cloud Monitor, Support Community, Innovation Community, and Social Experience Designer.
The RightNow Contact Center Experience delivers multi-channel customer experiences via phone, e-mail, online chat and voice self service. It includes Phone and Multi-Channel Interaction Management, Case Management, Voice Automation, and Contact Center Experience Designer (which consists of Desktop Workflow, Agent Scripting and Contextual Workspaces).
Maarek, a search expert who recently joined Yahoo Labs from Google, Israel, is
quoted as saying that the advances that have taken place since the debut of
Google's PageRank are relatively minor compared with the potential to improve
how results are presented to users. She goes on to add that search will become
more about divining the user's intent and improving the delivery of search
results over the next decade.
CEO Carol Bartz has said that the overwhelming majority of searches done on
Yahoo are done by people who are already there, rather than those who head
directly to Yahoo.com or set Yahoo as the search window in their browsers. Yahoo
has big stakes here as it earned 359 million from search ads on its owned and
operated sites during the second quarter of the year. So it makes sense to
provide search related services so they continue to use yahoo as a destination.
Peter and a colleague set up the social bookmarking application in the Research and Development department using an Open Source tool. Peter is a member of R&D and part of their job is doing research on current trends in various technical issues. People were sharing links to web articles through email. However, they would only send them to a few close colleagues so as to not “spam” others. The information was not getting fully distributed to the right people. It was hard to decide what to send to whom.
Peter wanted a better way to share important links connected with their research so he set up the social bookmarking application. This provided a non-intrusive way to make these links available and placed the responsibility to accessing them wit the individual. Several people had used public social bookmarking tools such as del.icio.us but they needed a way to share information behind the firewall. Peter said they did not want to give away their areas of focus to competitors.
It started slow with only a few contributors. However, there were many more readers so information was getting shared and the experiment is accomplishing its objectives. There are now plans to both promote the system and extend its functionality.
There have been some notable success stories that Peter and Samuel intend to use as part of the promotion. For example, one R&D project had both Peter and Samuel as part of the team. The other team members had not yet used the social bookmarking tool. They were amazed with how information could be easily shared with the tool and new information that could be discovered. Peter found a number of prior bookmarks on their topic so they had a very good history of the issue with very little effort.
In another example, Peter and Samuel are following different topics on the Web and then sharing each other’s findings. This way they act as a filter to portions of the Web, saving each other time.
They have a number of ideas on how to expand the social bookmarking capability. First, they would like to integrate a trend-overview application based on bookmarks so they can look at what people are interested in over time. They also wanted to establish an offline cache to periodically fetch the bookmarked web pages and documents and place them in local storage. This prevents dead link problems and lost information for older bookmarks.
In addition, they want to offer the possibility to bookmark offline content such as files that were sent by email or any other files for which there is no URL. They want the possibility to search on tags, as well as on combinations of tags or words. They also want the ability to find experts for a specific tag (who submitted bookmarks with that tag). Finding the top three taggers on a topic can be a useful starting place.
We discussed both the integration and the differentiation of the bookmarking tool and other enterprise 2.0 tools. They can now bookmark pages in the enterprise wiki, as well as the memo filing system. They also plan to integrate it with the file sharing system. They will cross-promote the different enterprise 2.0 tools within each one and provide guidance on when to use each.
R&D is an ideal place to start using a social bookmarking tool because of its heavy research of the Web. They now plan to spread its use into the broader corporation. This will enable everyone to better stay current with their areas.
Essex is an old river front town is located near the foot of the Connecticut. It is next to Ivoryton where yesterday's post originated. The steamers used to dock there on the way from Hartford to New York. Here are some scenes from this August.
First there was the Tale of Two English Breakfasts and then there was the Tale of Two Eggs Benedict in Quebec. Next there was the Tale of Two NOLA Breakfasts in Ashfield MA. Now I am continuing the breakfast series with Tale of Two Breakfasts in Ivoryton, CT served at the Copper Beech Inn. On the left you see a traditional American breakfast and then on the right another Eggs Benedict. Both were wonderful as was our two dinners. Breakfast over looked the garden as shown below.
This is the second of a series of session notes from Webcom 09 where I am also presenting. Here is the session description for Case Study: Who killed the Rocky Mountain News? John was the former editor of the Rocky Mountain News that closed. He now writes the blog, Temple Talk. “Colorado's oldest newspaper died just days short of its 150th anniversary. The economic collapse may have been all that was needed to sink the Rocky Mountain News. But it already was struggling because of the societal shift to the Internet. Craigslist and other Web sites sapped its classified revenues.
Cell phones and computer screens were more of a draw for a rapidly growing percentage of the population than any printed page the paper's clever designers could conjure. Its journalists were slow to accept that their world had changed. Its advertising department was used to taking orders, not to helping businesses grow using the latest tools. Executives were torn - even frozen - over the prospect of potentially "cannibalizing" their print business online.
The tension between trying to maintain the paper's once-lucrative print franchise and building a new online business was unbearable. In the end, the Rocky did neither. And now it's a memory in the Wayback Machine. It won't be the last metro daily to make that claim. But there are lessons in its demise that could help others survive and thrive in the Internet era.”
John began with the story about they produced a documentary on the paper’s demise. The video was started when the outcome was not sure. He said that the Web was a factor but also the economic collapse and the fact that Denver could not support two general interest papers.
He then offered business lessons going forward for the Web era.
He was the editor of the paper for 11 years and publisher for seven. He said that when all your revenue comes form print, it is difficult to turn to other sources. The paper was founded in 1859 and was Colorado’s oldest paper. It had great loyalty in the local area. The company that owned the paper also started the Food Network and is now worth billions so they were smart people. It also had the largest circulation in the area.
Lesson One: You have to know business you were in. They thought they were in the newspaper business. In the newspaper business you think about tomorrow. On the Web you have to think about now and forever. I find that this is also the case with blogs but with Twitter it is only now.
The paper also thought they were in control but really consumers were in control. John felt if they had built online tools to establish greater connection with the community the paper would have survived. They thought their competition was another paper but really it was for attention though various media. It is hard for a general interest communication vehicle in an era of increasing fragmentation. The long tail helped sweep them away. Craig’s List was one factor along with Yelp, Wikipedia, YouTube, and many others.
During the 2004 US election YouTube did not exist. In the 2008 YouTube was involved with the best presidential debate.
Rocky Mountain News went online in 1995. They thought the goal was to strengthen the paper when actually it was a new medium to develop on its own. It re-launched in 1996. They still described the web site as a complement to the paper. This is not a web strategy.
Another lesson: “keep the new venture free from the rules of the old.” Next lesson, “people running the new business need to be free regardless of impact on the old business.” John gave the example of Yelp that has 25 million users. He said that editors would not have liked giving prominence to user generated content with typos.
In 2000, the two Denver papers combined business operations. The agreement did not mention the Web. However, the print classified ad revenue alone went down 100 million a year for several years. They also upgraded their print facilities and won national awards.
Another lesson, “if you want to compete in a medium, you have to understand it.” They built a great web site with no SEO considerations and no one could find it. Next lesson: measure, measure, measure. The Web allows you to measure, take advantage of this. You also need to do R&D to find innovative new offerings and not just try to get more money for current offerings.
I have watched our own local paper, the Boston Globe, struggle and almost fold. It is still going and I hope it learns the lessons John conveyed to continue. You can find the text of John’a talk on his blog. I later did a talk on Blogging in the Age of Twitter. I said that John’s talk was a good precursor and could be called newspapers in the age of social media.
Post Script - Here is John's talk on his blog: Temple Talk.
This is the first of a series of
session notes from Webcom 09 where I am also presenting. Here is the session
description for Tactical Transparency: The Value of
Access to Information. “The degree to which people
trust organizations directly affects their willingness to do business with
those organizations. Transparency is a foundation of trust, yet most
organizations continue to operate by designating all information confidential,
then deciding what information it must disclose. In today's world, with
organizations under a microsocope to an extent they have never before
experienced, that approach needs to be reversed: Company information is
sharable, except for those items that must remain confidential. Using new media
can provide organizations with a simple yet effective way to be transparent and
reap the benefits.”
Shel started with the US open
government effort. It started with a lot of flash but has not really taken off.
Transparency is counter culture to
government agencies, at least in the US. One agency director told Shel his employees will not use social
media. He speaks for the agency alone. He just wanted Shel to let his employees understand the
impact of social media so they can react to it.
He then conveyed an example
of TSA countering a bogus claim with the actual videos of the event. He moved on to Eron’s operations in
secrecy that led to the SOX legislation to force more transparency on financial
activity. Next he covered AT&T request to ask employees to write against
net neutrality and pretend they were not employees. As you can imagine this
blew up in the blogs and even mainstream media. Almost nothing is hidden. I have seen this myself when I just
wanted to find my cousin’s phone number. For 95 cents I could find out much
Shel said that organizations
need to be proactively transparent to avoid these disasters. I remember that my former employer required
me to have a PR person present whenever I talked with the press. Now everyone
is the press. Microsoft allows over 3,000 employees blog without company
editing. The rules have changed. We need to be accurate but we need to talk
like people and not institutions. I interviewed some Microsoft bloggers in 2004. One said that
they were trying to put a human face on Microsoft.
However, transparency is not
full disclosure. You cannot provide medical information about patients or
employees. Much financial information cannot be shared for publically traded
companies. However, you should start with the full disclosure premise and then
pull out want should not be shared.
Shel referred to Paul Levy
as the most transparent CEO. He
explained his salary and how it is determined on his blog. Then he asked if he
is paid too much and responded to comments on the blog. He also said that if things did not change
he would have to lay off hundreds of employees. He held town hall with employees
to get ideas on how to save jobs and invited the Boston Globe for transparency.
He got standing ovations for this move. The hospital was able to save the jobs.The provision of transparency of clinical
outcomes on his blog also led to better performance. I have seen this effect in
other industries. Great session. I
am a big fan of transparency.
One closing comment. "If you are going to naked you had better be buff." You need to plan for better transparency.
I enjoyed Paula Thornton’s Fast Forward post, E2.0: Unleashing the Potential, especially the comment, “Digital technologies labeled Enterprise 2.0, will not provide 2.0 results if implemented with 1.0 thinking.”
But what is 2.0 thinking? Paula mentions that it embraces dichotomy and that structure is minimized, but not eliminated. I would agree on both counts.
There has been a lot of other discussion about what is enterprise 2.0. People have said that it is not about the technology and Andy McAfee has said, It’s Not Not About the Technology. Again, I would agree on both counts, even though I excuse Andy’s double negative. While it is largely not about technology there has to be some consideration for technology. After all, it is enabled by digital technology and not smoke signals or telegraphs.
While I wrote that Web 2.0 is not Enterprise 2.0, there are common conceptual assumptions: transparency, connectivity, and participation. Within enterprise 2.0 this occurs within the enterprise. I think the greatest of these three is participation. Enterprise 2.0 are application are often referred to as bringing in the social side of whatever they are supporting (e.g., search, CRM).
Some smart person said something to the effect that Web 2.0 is about sites where the value is determined by the contributions of participants. So stealing from them here is my simple definition of enterprise 2.0.
“Enterprise 2.0 is about applications where business value is determined through the contributions of participants.”
You can quote me on this. I see this as a factor as I talk with many of the enterprise 2.0 tool providers. Their goal is often to increase engagement and user generated content.
You are welcome to take shots at this but let me know how you define enterprise 2.0?
I recently asked, Will Phones, TV, Music Player, and Computers Really Converge? Information Week ran an article, Comcast Pushing TV To Phones, that addresses part of this question. Comcast CFO Michael Angelakis said it would eventually allow its cable television subscribers to watch shows via the Web at no additional charge. This would also be open to cell phones via a mobile browser, or potentially as applications on devices like iPhone or BlackBerry smartphones. Angelakis also said he could envision the company's On Demand video service having a wireless component in the future.
So here is more evidence of TV moving to both computers and mobile phones. Information Week said that “mobile television services have long been popular in markets like Japan, but the service has yet to significantly take off in the United States despite strong investments from the likes of AT&T and Verizon Wireless. One inhibitor of this service is that it has generally carried a monthly fee of $10 or more, but there are signs that the market is poised to grow.”
Other carriers like Sprint are getting into the act. If it Comcast adds wireless voice services, it will be able to offer customers the "quadruple play," where one company provides users with home telephone, mobile phone, cable TV, and Internet services. Others can already do this. If these services are offered by one provider, it will also increase the likelihood of the services coming through the same hardware device.
I recently spoke
with Adweek’sBrian Morrissey about Twitter and brands. He began with the
thought that Twitter presents a challenge for old school marketing people who
are used to crafting messages and coming up with clever ways of presenting
them. Whiie Twitter can be used to broadcast your message, this approach will
usually fail. Instead of thinking of Twitter followers as a passive audience
for your messages, consider them as the ultimate focus group. It allows you to
listen to what others are saying about your brand and engage them in
conversations to address their concerns and encourage their praise.
For example, the
WWE (aka World Wrestling Entertainment) looks at the varying noise level in
arenas to judge what people feel about different wrestlers. Now they have taken
to Twitter and Facebook big time and listen for the virtual noise about
different wrestlers in the same way.Except Twitter allows greatly granularity and the ability to talk back to
individuals, as well as your whole group of followers.
Another adjustment for
brand marketers is the time it takes to both build a following and find your
Twitter voice. Mad men would probably not have the patience.For example, Coke Zero has an edgy
voice to its tweets to match the edgy image of the drink.
Brian also mentioned that
traditional media and social media can help each other. Of course, social media
can promote traditional media plays. Recent experience has shown that the
reverse can certainly be true. For example, TGIF launched a Facebook fan page.
Then they did an ad buy on Facebook to promote it in their target age
group. This helped. But when they included reference to the Facebook fan page
in TV ads, it really took off.
Like any business effort,
you need to think through your marketing strategy and how it aligns with your
business strategy before getting started. It is not simply a race to get the
most followers. Rather it is what are you going to do with these followers?
What is the value to your brand? What calls to action do you want to initiate?
Brands are looking for their customer advocates who will share their praise
with others. Twitter can be a way to find these people and give them a voice
but you need a plan to get there.
I am listing the points but reflecting on internal issues, rather than the external issues that Tech Republic focused on. I think that 8 of the 10 points are still relevant.
1: A clear company philosophy - This is one of the most relevant so I am quoting part of the Tech Republic post. “Before you can develop a policy, you need to define the company’s overall attitude toward social networking. Is it something that you consider to be a strictly personal activity, which should be generally restricted — like personal phone calls and visits from family members — to the employee’s break and lunch times? Or is the company interested in encouraging employees to use social networking for business purposes and incorporate it into their working time?” The company should encourage the use of social media for business within the enterprise but it needs to convey that in the policy. It still needs to define how it is best used and why it should be used, as well as the benefits.
2: The definition of “social networking” - I would make this one number one and the current top one number two. Tech Republic writes, “It may seem obvious, but it is important that your policy define what is meant by “social networking” or “social media,” since the term means different things to different people.” You may want to name specific sites and technologies, but because new sites are always popping up, you should make it clear that the policies are not limited to the named sites.” The same applies to tools and you need to go beyond just social networking. Who knew about micro-messaging a few years ago when blogs and wikis were dominate.
3: Identifying oneself as an employee of the company This one should not be an issue but people should be identified through the company’s Active Directory or other similar means. This automated identification is one of the benefits of moving inside the enterprise.
4: Recommending others - Employees should use common sense here but it does not have to be an explicit part of the internal policies.
5: Referring to clients, customers, or partners - While this is very important on the Web because of client confidentiality issues, it remains an issue inside as many contractual arrangements call for only discussing the client and it’s issues on a “need to know” basis. I remember that some clients of my former employer required all presentations and discussions to use a pseudonym for the client, even when the project team was the only audience for them.
6: Proprietary or confidential information - Like item five above this remains an issue inside the organization. The power of social media can take information way beyond those who need to know it.
7: Terms of Service - While those who purchase and bring software inside the enterprise should be responsible for this, employees should be aware of it. Even inside the organization, your policy should hold employees responsible for reading, knowing, and complying with the ToS of the tools they use.
8: Copyright and other legal issues - Again, this applies to internal use for several reasons. Social media activities can be discoverable if the company is being contested for violation of legal issues. So I am quoting Tech Republic here. “Be aware of the laws. Policies should require that employees at all times comply with the law in regard to copyright/plagiarism…Other relevant laws include those related to libel and defamation of character. A good rule of thumb is the one our mothers taught us long ago: “If you don’t have something good to say, don’t say anything at all.” Defamatory statements can lead to lawsuits against the author of the statement — and if that is one of your employees, at the very least it can bring bad publicity for the company.”
9: Productivity impact - This remains an issue inside the enterprise. These policies should not be oppressive and should not discourage use. They should assume that social media is a positive business activity, not a waste of time. However, like anything there can be too much of a good thing. Addressing this issue can reduce the fears of those who are concerned about social media use, as well as provide some clear guidelines for users.
10: Disciplinary action - Tech Republic writes that the policy should spell out that violation of the policy can result in disciplinary action, up to and including termination, and reference other company policies that lay out the appeals process and other relevant information. I think this applies to any policy guidelines.
I think there are other issues beyond these but this is a start. Do you have other suggestions for guidelines inside the enterprise?
This is the fourth in a series of interviews with Océ, about their Enterprise 2.0 implementation and adoption experiences. I am cross-posting them on this blog as I think they represent a sound approach. Océ is a leading international provider of digital document management technology and services. Earlier, I wrote out their micro-messaging, wiki experiences, and enterprise information architecture. Prior interviews have been with Samuel Driessen, Information Architect at Océ. For this post I spoke about their SharePoint efforts with Jan van Veen, Manager Internal Communications, in Corporate Communications and Tom Dombret, the technical team lead on the SharePoint effort.
The effort began as an IT initiative when the new CIO determined that SharePoint should be the enterprise standard for collaboration in order to provide a common and more robust platform. However, it was recognized that the SharePoint implementation needed to be a combined IT and business effort to be successful. Jan mentioned that with SharePoint they were able to fill the gap between publication and collaboration. Their intranet served as the main publication platform but it had no collaboration capabilities. Their existing collaboration tool had limitations, was not intuitive, and had few users.
Jan said this was only the second project at Océ in which Corporate Communications was involved at Steering Committee level in an IT effort and he was pleased to participate. Océ had already been looking at SharePoint. They did some reference site visits to other Dutch firms that had already implemented it. The main lessons learn was to not simply view the implementation as an IT effort, business users needed to be involved.
A small pilot had already been started at the local level when the decision was made to make SharePoint the enterprise standard. Tom and Jan said they decided to expand this effort to the corporate level. Jan was a pilot user as a group was set up in Corporate Communications, one of the pilot groups with not just a local scope, but a corporate scope. They began with about 10 groups and limited the total number to 15 so they could properly serve them. They wanted to be able to learn from each group’s experience and not get overwhelmed with support needs.
The purchasing department was one of the most successful pilot groups. They first looked at their information needs before designed the site. The site then provided global access to important documents for every user, like contracts and allowed for proper version control. They made careful use of metadata. Another success factor was the elimination of all other collaboration platforms.
Océ also limited the functional scope of SharePoint to simply its collaboration capabilities. This provided more control and reduced possible confusion. They consider this a success factor. They set up two templates: one for departments and one for projects. They determined that departments and projects would have different needs. I would certainly agree. Groups could customize these templates but the templates provided a common starting point. This is another good move.
Océ used the out of the box SharePoint functionality. On their site visits, the other firms suggested this approach. Customization can make things overly complex and difficult if they need to do a re-install.
This implementation was done during the current economic downturn and this timing had two consequences. First, they did not immediately give all 23000 employees a license. Potential users had to apply and provide a business reason. Tom said that this was actually a blessing as it allowed them to focus on the high potential users and properly serve the smaller number. Second, it limited their use of outside consultants. They did use consultants for a short period of time and benefited from this.
Jan and Tom feel the implementation was successful because they proceeded slowly and carefully. They worked with each group to help them align the site with their business needs and continued to exchange ideas with users. The benefit went both ways as they learned from each group.
As I have discussed in other posts in this series, Océ is implementing a number of enterprise 2.0 tools. If a group approached them wanting a particular tool, they would first look to understand the business drivers and then pick a tool that supported these needs. They would not automatically go with the requested tool. They are educating users on the capabilities of each tool and this is appreciated. They are also educating users on the difference between publication and collaboration. Jan wrote a blog post on the lack of training to be a knowledge worker. Technical and manufacturing roles receive training and often have to be certified. The equivalent does not exist for knowledge workers so they are trying to fill this gap.
As they expand the number of SharePoint sites, they want each group to have a local knowledgeable user to help them. They also want to put one SharePoint site outside the firewall to collaborate with business partners such as suppliers and re-sellers. In addition, they want to explore setting up individual sites through the MySite functionality. This should provide greater efficiency for individual information management.
They plan to move about 80% of the existing content on their intranet into more collaborative spaces such as SharePoint and their wiki. This will give them better integration of publication and collaboration. I think the Océ approach represents a best practice example of how to get started with SharePoint. I will be interested to learn how it continues.
RightNow is holding their
User Summit, October 26-28 at the Broadmoor
Hotel in Colorado Springs, Colorado.Greg
Gianforte, CEO and founder, will provide a keynote. David Vap, VP Products,
will offer a product roadmap. There will also be customer presentations. Keynote speaker
Tish Whitcraft, senior vice president of customer care at MySpace will present, “How to deliver superior customer Experiences to 250
Million (and Counting)” and the Disney
Institute will present, “How to build brand loyalty and customer experience
tips.”Gartner/1to1 award winners
Nikon, eHarmony, Motorola, Black & Decker, and iRobot will all be attending
and speaking on a panel.
RightNow has engaged me to cover the conference
through this blog. Keep an eye on the conversation on Twitter using the
following hashtags: #rnowuc, #crm, #scrm. However, just as with my other paid blog work for the AppGap
and Fast Forward blogs, I am being given the freedom to write what I want
without prior editing by the RightNow team. This will be the first time I have
worked for them.
My User Summit posts will appear on Portals and
KM for several days, likely October 27-30, depending on how fast I write. While
I have done a similar assignment for another software firm before, this is a
departure from my normal mode on this blog, so I wanted to provide full
I am excited about this opportunity and look
forward to the event. I have great respect for the product innovations and use
cases at RightNow that I have written about on Portals
and KM blog, , and the AppGap, FastForward
so it will be interesting to see how this conference evolves.
Here is an interesting
event. The Collective
Intelligence Summit will take place on November 6 at the Gleacher Center
at The University of Chicago: 450 North City Front Plaza Drive, Chicago. It
features a number of interesting speakers: George Neumann (University of Iowa)
on Iowa Electronic Health Markets: Real-money futures markets,
Arik Johnson (Aurora WDC) on Intelligence 2.0 - Era of
Asymmetric Interpretation, Robin Hanson (George Mason
University) on Prediction
Prediction Markets, Rami Levy, Motorola on Socialized Innovation: Tapping Motorola’s Collective Intelligenc,
Linda Rebrovick, Consensus Point Enterprise Collective Intelligence: Leading Effective
Enterprise PMs, Matt Fogarty, (Crowdcast) on Team Intelligence to Business Intelligence: Prediction Markets Delivering Key Forecasts
and Paul Pluschkell (Spigit) on Enterprise
2.0 Social Media Tools for
Ideas and Innovation.
The conference is designed for those who need to
apply collective intelligence networks and market mechanisms to their current business
issues. I have written about Spigit before (see Innovating Through Market Games with Spigit).They have an interesting approach to
innovation management. Spigit uses the concept of market
dynamics to manage the innovation process and engage employees in this effort.
I recently found some useful
social media statistics through @ariegoldshlager on Twitter. Exoerian Hitwise released its September 2009 results. . Facebook accounted for 58.59
percent of all U.S. visits among a custom category of 155 social networking Web
sites in September 2009.It had a
year-over-year increase of 194%. MySpace was second with 30 percent but it had
a year-over-year decrease of -55%. Twitter was number 4 with 1.84% but it had
the highest year-over year increase with 1170%. This Twitter growth is consistent with the 1382% growth from
February 2008 to February 2009 with 7,038,000 visits according to Nielsen.
While MySpace declined in visits, it
had the highest average time spent among the top five most visited social
networking Web sites, with 25 minutes and 56 seconds - representing a decrease
of 12 percent compared with September 2008 Facebook experienced the largest
growth in average time spent among the top five sites, increasing 23 percent in
September 2009 to 23 minutes. Twitter went from an average time on site of 36 minutes 27
seconds in September 2008 to an average time of 14 minutes and 52 seconds.Of course, there was dramatic increase
in Twiiter visitors so it is unclear if the new visitors are the ones spending
less time or the veteran users.
The study also found that overall
U.S. visits to social networking Web sites from users who are 55 and older have
increased 77 percent year over year. Visits from users 18 to 24 to social
networking sites have decreased 33 percent year over year. Since Twitter and
Facebook visitors tend to be older than MySpace this seems consistent with the
The data comes from the Experian Hitwise sample of 10 million
U.S. Internet users. I wonder when Twitter will start to slow down?
It is the Columbus Day holiday in New England so time for a little art. Traditionally, this is the time to go north to New Hampshire to see the leaves. No leaves here but this is an 18" x 24" acrylic painting of Mt. Jefferson in New Hampshire's White Mountains. The painting was started on the shoulder of Mt. Washington looking over at Mt. Jefferson, both part of the Presidential range. This was done in August.
This is the last post in the series on Onset Bay. The last two have focused on the changing light around the bay. Here are more views from the Point Independence Inn looking out on Onset Bay taken in August. These focus more on the what is happening in the bay. They start with a view form the porch at the inn.
Okay, I know what you might be thinking, but innovation management is not actually an oxymoron. There is much more to bringing innovation to the realization of business value than the light bulb going off within an individual. In reality, as Tad Milbourn, Product Manager for Intuit Brainstorm and I discussed, most creativity is a group process. This is true for most, if not all, forms of creativity, not simply that in business as I remember form my academic experience. Tad told me that Intuit offers unstructured time to many employees to work on their own ideas independent of the tasks they are currently assigned.
Intuit Brainstorm actually the result of a project that started during unstructured time. It is designed to better manage innovation efforts begun within organizations of 500 or more employees to properly leverage its crowd sourcing capabilities. Intuit has supported employee innovation for some time. Until Intuit Brainstorm, they used a structured database to track the efforts. This tool was not fully used and, when used, it was updated only about a third of time.
Intuit Brainstorm was designed by employees operating as innovators, rather than as a tool for senior management to track the status of efforts. It was designed to meet the needs of these innovators. It enables innovators to build a team, get help, grow ideas, and collaborate. As a byproduct, it also tracks the status of efforts, but in a more accurate manner than its predecessor because of the increased participation. Here is a screen shot of the home page.
Currently, there are over 200 ideas preparing for release, representing a wide variety of innovations for both internal use and the marketplace. There are over 4,000 comments on these ideas. One of the new products is ViewMyPaycCheck which allows the employees of small businesses to view the details behind their pay check in the same detailed manner often offered by large organizations with comprehensive HR systems. This new product was developed in three months through Brainstorm.
Within Brainstorm there is an auto-generated activity stream where anyone can see comments on ideas in the pipeline in a real time manner. You start the process by adding you idea by adding your idea through a lightweight submission form. Brainstorm will instantly show related ideas to your idea upon submission. So you can connect with those team members.
Team members can edit the details of a registered idea and others can provide comments. These comments can start a threaded conversation. Contributors take these comments seriously and Brainstorm added the ability to edit comments at the request of users. You can recruit people and people can also request to join a team. The system also makes recommendations on who might be a best fit for the team based on their activity and tags within the system. You can place help wanted ads asking for help. You can also get updates on the tags you follow.
They added Outlook integration to allow you to reach out to other employees and bring them into the Intuit Brainstorm network. The system also indentifies top contributors to provide recognition. You can see the most active, top commentors, and top taggers over the last week, last month or all time. Adding this “leaderboard” increased comments by thirty percent. Brainstorm increased participation in innovation by 500% and increased ideation by 1,000% at Intuit. Here is a sample leaderboard.
Senior executives are able to track the thousands of ideas by such factors as: area, most active, and other statistics. There is also a comprehensive search. You can find both ideas and people who might be able to help with them. I think this is a great tool and I look forward to its arrival on the marketplace. Innovation needs more than creativity to grow. This tool was built from the innovator’s perspective by innovators so it has the right focus and approach.
The Q3 2009 Forrester Wave™: Collaboration Platforms by Rob Koplowitz is out. It found that “Microsoft and IBM Lotus led the pack based on the breadth of functionality in their offerings. Novell edged into the Leaders’ quadrant with its Teaming product. MindTouch, the only open source option in this Forrester Wave, landed as a Strong Performer. Open Text represented a strong option, particularly for current Open Text ECM Suite customers. Atlassian, Jive Software, Socialtext, and Traction Software all approach the market with strong social networking capabilities. New entrant Cisco WebEx debuted as a Contender and will look to disrupt the market landscape over time. Central Desktop is the only pure software-as-a-service (SaaS) offering with a focus on small and medium businesses, as well as enterprise departments.” I have seen the full report and it appears quite useful. I will likely comment on it in another post.
I was also interested to see that almost all of these providers have been covered on The AppGap or FastForward so I wanted to share with you my observations. I some cases I have written about them several times so I am limiting the links to two of the most recent instances. You can find more in our appopedia on The AppGap.
Here are my App Gap posts for September. In addition to the Fast Forward blog (see side bar for links), I am writing in another Corante blog, the App Gap, sponsored by QuickBase, The posts began toward the end of January 2008. In this case, I am primarily doing product commentaries with a few other things thrown in. Below are the ones for September. There will be more in October.
Many TV news organizations are now on Twitter, Facebook and YouTube, trying to connect and win over the participants in these social media sites as reported in TV stations turn to social media to attract viewers. There is concern as more people turn to social media for their news, moving away from TV news. So now TV stations are going to these social media sites to lure back departed. They have gone beyond what some late night TV shows are doing with social media. Perhaps they are more desperate. I also think there is more opportunity here.
In one example, Seattle TV station, KCPQ/13, recently sponsored a Tweetup at the Waterfront Seafood Grill in Seattle Friday night. It brought together hundreds of people who follow "Q13Fox News" and its personalities on Twitter, and who may be followed by "Q13Fox News" in return. A number of the Q13 Fox News personalities attended, and the gathering was a marketer's mix dream.
KCPQ/13’s social media strategy is working as KCPQ/13 as its 10 p.m. newscast regularly draws more viewers in the 25-54 demographic than the 10 p.m. newscast on other Seattle stations: KONG at 10 and the 11 p.m. newscasts on KING, KIRO and KOMO.
They are also taking a sense of community into their broadcasts. Christine Chen, a marketing consulting firm in Redmond, was quoted in the article: "Q13 has embraced the concept of 'sharing' information with their viewers, acknowledging their power and making Gen Y/Millennials seem more like 'peers' who are participants in the information flow rather than 'viewers' who receive the information."
The TV staff are also tweeting and blogging. For example, weekend anchor Bill Wixey's has been tweeting on his battle against cancer. On his own blog, Wixey last April shared this vision of TV in the future: "Using the social media websites and our own, we can easily gauge what stories people are talking about and engage them. (We can) create content initiatives in which we solicit content from the viewers, so they not only provide the stage but also provide the script for the production. It's their show. We are just providing the theater."
I hope channels other than Fox pick up on this idea. I think it will benefit all news coverage to get great user engagement in the selection, creation, production of news. Social media can provide this participation if used creatively.
Here is the second in a new series of posts. Since I use my blog, in part, as a personal knowledge management system and Twitter archiving is an oxymoron, I am now going to post my favorite links for the month. These are links that I want to archive and share. I will repeat this once a month if that timing seems to work best. I may adjust the timing.
I spot tested the reduced shortened urls and they should work. I hope this is also useful for you. Let me know your favorite tweets for the month.
20% of tweets about brands http://bit.ly/jYNVU interesting with (via @GeoreDearing) http://ff.im/-86LaV 2:49 PM Sep 14th from TweetDeck
RT @GeorgeDearing: US Twitter Usage Surpasses Earlier Estimates11.1% web users as Twitter users} http://ff.im/-86LaV 1:31 PM Sep 14th from TweetDeck
useful points by @jonhusband Social Computing Adoption … To Pilot or Not To Pilot http://bit.ly/C51rg Sept8
from @joemckendrick McKinsey Survey: Seven Out of 10 Seeing Web 2.0 Business Benefits http://bit.ly/19ZW4B Sept 8
RT @dhinchcliffe: RT @johnbattelle "@mashable is more influential than CNN." http://bit.ly/41fOYw 2:18 PM Sep 6th from TweetDeck
RT @ITSinsider: Cisco making waves in #e20. check it: http://is.gd/2VlRL 12:11 PM Sep 5th from TweetDeck
RT @GeorgeDearing: Liked "50 things that are being killed by the internet - Telegraph" http://ff.im/-7Gh8 39:19 PM Sep 4th from TweetDeck
Making Sense of #Microblog Streaming and Awareness http://bit.ly/IkTCS 6:06 PM Sep 1st from TweetDeck
As I have been posting, I have gone to the last three Onset Bay Blues Festivals and again attended the 2009 festival on August 1. It was great as always. I stayed at the Point Independence Inn looking out at a small island in Onset Bay. I could watch the changing light all day as I did again.
I have gone to the last three Onset Bay Blues Festivals and greatly enjoyed them. I again attended the 2009 festival on August 1. It was great as always. Here are some crowd scenes. The Pan Mass Cycle Event also went through Onset at the time.
Here is the monthly listing of my Fast Forward blog posts. I find it helps me with an archive and hopefully is also useful to you. There is a separate category for these summaries in my right side column on this blog. There will be more in October.
Because of this trend, TV industry executives and marketers are considering ways to adjust their broadcast shows and play into viewers' simultaneous use of the Internet. One medium can be used to reinforce the other. Broadcasters hope some viewers will turn to the Web to learn more about their shows, but they have to be wary of losing the attention of their viewers. The Nielsen study found the average TV viewer who uses the Internet simultaneously does that for 2 hours and 40 minutes a month, and that 28 percent of the time they are on the Web at home, they are also watching television.
Based on my own sample of one, most of the time the viewer is just multi-tasking and there is no connection between the TV viewing and the Web use. That is the case as I watch sports on TV while I write this post. However, the two channels are open, the first step toward taking advantage of the dual channels. You can encourage people to look up background information on TV shows and check schedules, something I have done on a number of occasions.
At some point the channels may converge on the same hardware (see Will Phones, TV, Music Player, and Computers Really Converge?). Nielsen said even as viewership of videos on the Internet and on mobile phones increases, Americans still prefer to watch video on their television, as shown by how many more hours they spend in front of the tube. It will take some more innovation in technology and creativity in programming to realize the complete convergence.