Articles
To get a good understanding of what that vision looks like, watch Yammer’s Moments video. It shows how people within a responsive organization used Yammer to collaborate and create a product that made a difference for its customers.
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Another year has passed and we are still trying to define the Return on Investment (ROI) for social tools in the enterprise. We are bombarded with stories of successful implementations but finding hard numbers that can be quickly applied to our own organization remains a challenge.
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Establishing the return on investment (ROI) of any tech purchase is a challenge, but the challenge is amplified when looking at social tools. Clear cut formulas don't cut it.
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After all, you can’t measure the value of a pop song. It makes you happy, sure. And we all know you can work better, run faster and just in general be more successful when you’re happy … but good luck trying to prove any of that.
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There’s a problem here, and it's not (only) one of culture or technology -- it's one of profound impedance mismatch between old and new paradigms of business. That is to say it's like taking a Firewire connector and trying to plug it into a video cable.
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I have been looking at this issue for almost 20 years now and have identified the following three problems: 1. Defining Collaboration What constitutes collaboration? I tried to define collaboration and all similar terms (communication, conversation, coordination, cooperation) in light of both commitment and alignment with outcome in 2012 (see
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Social collaboration and the use of enterprise social networks (ESN) have taken the business community by storm. In June of 2013, David Sacks, corporate vice president at Microsoft announced that Yammer had achieved over 8 million users worldwide. Pretty staggering numbers for just one of the many ESN providers
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For all the hype and enthusiasm about social collaboration and the rhetoric about the potential it has to bring about huge changes in the way an organization operates, it remains extraordinarily hard to find good examples of where a business can justify its investment in clear financial terms.
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I remember when things were just getting started with Enterprise 2.0, then Social Business, how we were all trying to prove the business value of social technologies and even our very existence as 2.0 practitioners in the workplace.
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How do we begin to quantify the impacts of social business software on organizations or are we simply trying to chase a proverbial unicorn? In 2006, Andrew McAfee, associate director of the Center for Digital Business at the MIT Sloan School of Management, coined the phrase "Enterprise 2.
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The ongoing demands of individual executives, archaic software evaluation processes and an obsessive focus on employees as productivity centers instead of human beings have turned collaboration into chaos, and social analytics into a spectator sport.
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McKinsey has repeatedly published very aggressive outlooks for the value that could be created from companies progressing to the social business. In a 2012 report, the research firm estimated that social business technologies could improve productivity across the value chain as much as $1.
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Our mandate at 451 Research is to analyze the impact of innovative and disruptive enterprise technologies. We look at social business in all its forms -- be it team collaboration, file sync and share, workforce management, etc.
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This year’s State of Community Management research is the culmination of five years of defining, helping to develop and documenting the discipline of community management -- a critical enabler of social business.
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