Articles
For years, tech-savvy early adopters have adopted and used social tools such as blogs, wikis and micro-blogging at work. During recent years, more and more organizations have decided to deploy software platforms that bring such tools to the fingertips of all or a large portion of the employees.
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The "you get what you pay for" mentality still survives in the enterprise and is an important point to remember when trying to demonstrate the true value of collaborative tools to decision makers.
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"Rather than following a process, I follow a cloud of activities.” That’s how a colleague of mine, a software developer, described the nature of his work.
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Ask ten people what Social Business means to them, and you will come back with ten different answers. But if you look closer, you will soon find the common denominator: it’s about putting people back in business.
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It is impossible to ignore the macro perspective when trying to predict what will happen within the social business and Enterprise 2.0 arena in 2012.
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Andrew Carnegie believed that the only irreplaceable capital an organization possesses is the knowledge and ability of its people, and that the productivity of that capital depends on how effectively people share their competence with those who can use it.
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While the workforce is increasingly occupied with knowledge work, it is not seen nearly as business critical as production or service delivery. For this reason, many knowledge workers have had to put up with poorly designed enterprise digital services.
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Since the dawn of time, primates have relied on social networks to help the whole group with their environments. This of course applies to humans and our enterprises as well. First of all, information disseminates easier and faster through networks than through hierarchies.
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Customers want increased transparency when interacting with companies because then they can make sure they really get what they want or need from the company.
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Many organizations, enterprise software vendors not the least, have treated employees and consumers as discrete categories of people, almost as if they were different species. The truth is, of course, that we are both employees and consumers depending on the context.
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SharePoint 2010 is like the Swiss army knife for information management. It is a versatile platform with capabilities covering many areas of information management, from publishing and document management to business intelligence and collaboration.
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Enterprise portals over the last decade have been less than successful in making knowledge work flow smoothly. The future digital workplace could do a much better job of accomplishing this task if these key elements are put into place.
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While such noted luminaries as Arthur C. Clarke, author of 2001: A Space Odyssey, have managed to predict, decades earlier, a world where workers can conduct business from anywhere, virtually, the truth of the matter is that we’re not completely there yet.
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In today’s increasingly connected, competitive and rapidly changing business environments, the individuals working within an enterprise need to be able to quickly access all relevant expertise and information, wherever it may reside, and trust it enough to act upon it.
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