Should I replace my intranet with an Enterprise Social Network? Internal communications departments have debated this question, as have ESN teams and intranet teams. Maybe they saw higher adoption and engagement on their ESN platform, or read success stories from their peers. Or maybe their tired intranet publishing platform is in desperate need of replacing. Topic: Social Business.
Oscar Berg nailed it when he wrote that choosing between an intranet and ESN is the wrong question to ask — it displays technology-centric thinking. Instead of thinking about platforms, the starting point needs to focus on organizational and user needs.
The very idea that we’re still doing old-fashioned, browser-based, news-publishing intranets in the mobile era is downright antiquated. They’re no different than rotary-dial phones. And they’re going the same direction as your old olive-drab rotary phone did -- and as a result of the same technologies. The question facing intranets should be how internal collaboration and communication tools are going to evolve in the world of social, cloud and mobile -- and whether there’ Topic: Social Business.
Do we have to choose between intranets and enterprise social networks (ESNs)? Before we can tackle that question, let's take a brief look at Intranets and ESNs as they are being used today. Topic: Social Business.
Everybody’s talking Digital Transformation! The term is very definitely being hyped by some, and is in danger of becoming as diluted in meaning as the “cloud” term as it becomes a catch all for almost anything associated with our new connected, social media oriented world using emergent technology. However, we believe it’s an important idea and so this post examines the term and tries to come up with a succinct but all encompassing definition of what it is – better than the many others currently available. Finally we point to the various resources available, mostly from consultancies that we compete with, but that’s the nature of the new, open mindset that is vital to succeeding and transforming in the 21st Century business landscape.
Some people line up lunches and coffee dates because they’re in search of a job, venture funding, or clients for their company. But if that’s the reason you’re having a networking meeting, you — and your invitee — aren’t likely to get much satisfaction. As Harvard Business School professor Francesca Gino and her colleagues have noted, “transactional networking” — i.e., “networking with the goal of advancement” — often makes participants feel so bad about themselves, they feel “dirty.”
That doesn’t mean you should never initiate meetings if you have a specific, immediate goal in mind. But that shouldn’t be confused with “networking.” If you’re honest with your intentions upfront (“I have a new startup, I’m seeking angel funding, and I think you’d be a great partner”), then the other person can make an informed decision about whether to connect. But networking — meeting with the goal of building a robust set of connections over time — is a different process with its own set of best practices. Here’s how to do it successfully.
The Industrial Revolution led to the creation of many large and mid-size companies in which people worked together to produce goods and/or deliver services. Having a good job meant working for one such company. These workers, many of them unionized,...
This is the first study to scrutinize the implications of the digital transformation with regard to the "industrial heart" of Germany and Europe. On the basis of an extensive analysis, we were for the first time able to measure the overall effect of digitization on the German and European economy. The findings reveal the dramatic consequences of the changes currently in progress: If Europe fails to turn the digital transformation to its own advantage, the potential losses for the EU-17 countries add up to 605 billion euros by 2025 – equivalent to the loss of well over 10 percent of the continent's industrial base.
Europe is on the cusp of a technological transformation that will revolutionize entire industries and change the way its people engage with one another. Indeed, the digital transformation is emerging as the single most promising way to revive the continent's moribund economy and tackle its stubborn unemployment problem.
Il 61% delle grandi imprese italiane e il 20% delle PMI ha avviato o sta avviando progetti a supporto della collaborazione attraverso le tecnologie. Un numero in forte aumento, e molto alto – l’85% - è anche il livello di soddisfazione per queste iniziative, che nel 34% dei casi interessano i processi di marketing e vendite, nel 32% quelli di gestione sistemi informativi, e nel 29% quelli di comunicazione interna. La nuova ricerca del Politecnico di Milano
Le tecnologie stanno cambiando il modo di progettare, realizzare e distribuire qualsiasi prodotto, trasformando il settore manifatturiero, tra i più rilevanti nell'economia a livello globale. Le potenzialità sono enormi, ma una survey di McKinsey rivela che soltanto il 13 per cento dei manager del settore ritiene che la propria azienda abbia oggi un alto tasso di digitalizzazione
If you had asked me back in 2010 if my banking or insurance clients would ever move their content to the cloud, I would have laughed. But over the past couple of years these same organizations have shifted their perspective. The idea of hosting email in Exchange online and providing users with an option of Office 365 capabilities (OneDrive, SharePoint, etc) intrigues many. Which raises the question: How will the shift towards SaaS technology impact modern consultancies like System Integrato Topic: Information Management.
That headline is a quote from Obed Louissaint during his and Chad Vyhlidal’s IBM InterConnect 2015 session, “Creating a Connected and Informed Workforce: IBM's Smarter Workforce Story.” Louissaint’s point is that in order to build a Smarter Workforce, companies must pay for value—and performance, as tenuous and shifting as it is
Ludovic Guilcher, DRH Adjoint du groupe Orange, estime que la fonction RH doit être garante des perspectives à long terme de l’entreprise, anticiper, et équilibrer l’économique et le social. Pour ça il est nécessaire d’innover. Or, il est toujours plus facile d’innover quand on n’est pas dans l’urgence du business, du client car on peut alors tester et apprendre. L’idée que plus un groupe grandit, moins l’innovation serait nécessaire est aujourd’hui complètement fausse.
As Ed Brill shared last month, there is a secret to IBM's social business transformation, and that secret is business outcomes.
Proving the ROI of social channels is difficult. In that regard, enterprise social environments are no different than Twitter and Facebook. Decision makers want to know how these tools add value to the business—or
A team of researchers from the MIT Sloan School of Management and the Masdar Institute in Masdar City, Abu Dhabi, have taken a close look at that question. In a paper called “Racing With and Against the Machine: Changes in Occupational Skill Composition in an Era of Rapid Technological Advance,” Frank MacCrory, George Westerman and Erik Brynjolfsson of the MIT Sloan School and Yousef Alhammadi of the Masdar Institute studied the U.S. government’s O*NET database of occupational skill requirements in 2006 and 2014 and analyzed the types of skills that jobs required in both years. Their paper was named the best conference paper at the 2014 International Conference on Information Systems.
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