Upcoming: Social Business Jam …

it’s the thing to (virtually) attend the next three days – and it starts tonight. Guess who’s on the list of guests

It will be interesting to see which one’s of the following topics will gather most interest and action:

  • Building the Social Business of the Future
  • Building Participatory Organizations Through Social Adoption
  • Using Social to Understand and Engage with Customers
  • What does Social mean for IT?
  • Identifying Risks and Establishing Governance

Indeed these are the pre-planned forums where people are invited to join, discuss and contribute – I will participate mainly in the strategy tracks as I call them (“Building the Social Business of the Future” and “Building Participatory Organizations Through Social Adoption”) hoping to discuss ideas, arenas of possible uses etc.

After all it’s not about Enterprise 2.0, Web 2.0 and the Social Web by themselves but about corporate uses of it all, where the usage can regularly span corporate boundaries (even when many things are happening behind some sort of firewall it must not stop there).

So timely this Social Jam is well, huh? Well, it’s probably quite an example of using social software for innovation and idea management across traditional boundaries (who is allowed to participate, who can manage to be there, etc.), that allows wide participation (that said – it starts at 10 AM EST, which is about 4 pm my time, hence thankfully not as early as for people on the West Coast …).

Upcoming: Communardo Trendforum Stuttgart (und die Zukunft von #e20 aka #socialbusiness)

Heute abend steht das Communardo Trendforum auf dem Programm, sehr reizvoll, ja, auch wenn ich im Moment unsicher bin ob ich es da hinschaffe bzw. guten Gewissens hingehen darf (ich habe mir eine extrem unangenehme Mittelohrentzündung von der Lotusphere mitgebracht und will niemanden anstecken …). Evtl. wäre es besser den Abend bei einem Kamillentee im virtuellen IBM Social Business Jam zu verbringen? Mal sehen, im Zweifel halte ich mich an Klaus Birks Motto “Wir können alles, außer was dafür!” und gehe doch hin, zumal man als Freiberufler eh niemals krank sein darf ist.

Ist Enterprise 2.0 ein ernstzunehmendes Thema oder nur eine neue Modeerscheinung? Zeigt die jüngste WikiLeaks Affäre das Versagen von Vernetzung und Transparenz auf? Steigern Social Intranets, Wikis, Blogs etc. tatsächlich die Produktivität?  Welche Rolle spielen Compliance, Führungsfunktionen, Unternehmenskommunikation und Zusammenarbeit dabei? Muss jeder alles wissen?

Das Communardo Trendforum Stuttgart bietet für diese und weitere Fragen eine Diskussions- und Austauschplattform für Führungskräfte sowie verantwortliche Entscheider aus den Bereichen, Intranet, Unternehmenskommunikation, Organisationsentwicklung und Wissensmanagement zu aktuellen, wichtigen Themen rund um die Optimierung von Kommunikationsprozessen und Team Collaboration in Unternehmen.

Das Oberthema “Prozess-(R)evolution im Enterprise 2.0” ist natürlich spannend und offen genug gehalten um spannende Diskussionen anzustoßen – ich würde denn auch gleich den Titel anders formulieren und mit Prozess-(R)evolution durch Enterprise 2.0 antreten. Ganz im Sinne des Enterprise 2.0 als Vehikel und flankierende Maßnahme für die Umsetzung (ohnehin notwendigen) organisationalen Wandels. Ja, das habe ich auch schon mehrmals diskutiert, ua. hier “One word as a focal point for change – Collaboration“ und hier “Cultural change and developing collaboration capabilities“.

Wenn am Ende des Abends gehaltvolle Gespräche über die Zukunft der Idee Enterprise 2.0 entstehen (das von mir aus auch gerne unter dem mentalen Shortcut Social Business geführt werden darf, es geht ja mehr um die Idee als um Begrifflichkeiten, dann kann man auch eine Zeit mit verschiedenen Interpretationen leben) dann wäre ich zufrieden, es gibt ja auch genügend zu diskutieren, wie Joachim Niemeier sehe ich dort u.a.

[…] Themen wie Change Management im Kontext von Enterprise 2.0, neue Qualifikationsanforderungen zur praktischen Nutzung der neuen Arbeitsformen und die Einbindung von Enterprise 2.0 in eine längerfristige Organisationsentwicklung.

Gerade das letztere rührt an eine wunde Stelle und offene Flanke der Enterprise 2.0 Diskussion, die Frage nach der strategischen Einordnung, der Positionierung im unternehmerischen Kontext, der Frage wie Enterprise 2.0 bestehende Geschäftsmodelle und Modus Operandi von Unternehmen ändern muss und wird, wieviel sich Social Business Design vornehmen kann und soll etc. Insofern bleibt die Diskussion auch weiterhin spannend  ….

Blogging Lotusphere

Even when the press room at the Dolphin is getting emptier now there’s been a lot of blogging action going on during Lotusphere. I feel the need to collect some of the best parts in here. Partly this is for me so that I can find the interesting posts easily later on (yes, one could use the blogsearch thing), but I assume that others will find this useful as well. Worthwhile blogging takes time and is also quite an effort, but then blog posts they stay longer than the gazillion tweets that we’ve had in the past days. So let’s get some limelight and drum-banging.

There’s of course the german Lotus team, ie. Stefan Pfeiffer with german language notes (see eg. OGS: Activity Streams, Mobility und Social everywhere) and the not-so-affiliated folks (Volker WeberAlexander Kluge, die Noteshexe und mehr …).

Some of the prolific bloggers I had the pleasure to (re-)meet are Bill Ives from Portals and KM, Falk Hedemann from german magazine t3n (german blogging hence, interesting report on the RIM PlayBook), Luis Benitez and my irregular friends from the enterprise 2.0 sphere (Luis Suarez, Susan Scrupski, Bertrand Duperrin, Rawn Shah, Larry Hawes, Vinnie Mirchandani …) and other spheres (James aka Monkchips to start, I am curious to see what he’s writing, always insightful commenter on Twitter he is, plus the always knowledgeable Alex Williams from ReadWriteWeb Enterprise too – how can one person do such good live-blogging?).

I haven’t met Turbotodd so far (and it’s getting late, yes) but one can’t have everything, no?  But I have shook hands with Scott Treggiari, who’s the last press/analyst/blogger with me in the press room on Wednesday evening. More to meet at tonight’s party – an appointment with Harry Potter it is.

ps. I will update this blog post with links to the posts as they come in (and I come around reading them, tomorrows a time of travel.

Another intermission at #ls11

Something I wanted to write forever – now’s the time – there’s nothing more annoying than reading ranty blogposts (you know the kind, “there’s nothing new here, this is the wrong direction, I don’t see how my customers will need this, last time was much better, them Enterprise 2.0 boys are just kids – this is not ready for our serious business, yadda yadda yadda ….”).

Rant over, anybody who finds recursion in here is free to keep it. And no, I won’t give you any links.

Lotusphere 2011 – press conference notes

Finally, I am coming around to blog my notes from the Lotusphere 2011 press conference.

I won’t regurgitate any press releases, you can easily find them at the IBM Lotusphere press room, rather it’s notes about the questions (and consecutive) answers (with an occasional snappy remark by me, of course).

So what was in there? First, recapitulations of the things we’ve heard already at the opening session, ie. the importance of mobile social business (stressing that clients will be there for all major mobile platforms), the upcoming Project Vulcan-enhanced new Connections next, Sametime next and everything next, and the announcement of new programs to help partners embrace the “growing social business market opportunity”.

I think that “embrace to leverage” is good, needs some coaching and education and IBM is stepping up their efforts, see eg. the Become a Social Business site, aimed not only at customers but also at partners et al. Fitting that they’re taking great efforts at also educating and motivating IBM staff. As Paul Greenberg tweeted: “They are not only eating their own dogfood, they’re breeding their own dogs!” – yes, and it’s a great investment too: “IBM aims to train 50K of its employees on #socbiz this year, so they can be more effective and help others” as Larry Hawes says correctly.

In the question round it started off with an analyst asking how IBM prioritizes open standards – and which ones?

Alistair Rennie chose the safe road and answered that – whether inside or outside the firewall – with standards there’s always a spectrum (or as I would say, there’s legion to choose from and some of them don’t catch on even if they are very cleverly devised and all). So, for IBM HTML5 is a big one, OpenSocial, OAuth, Activity Streams and more. This parallels what eg. RIM is thinking (there should be no Apps needed for the web, native access is cool because it also allows you to employ your existing tools) and is mirrored as well in the provision of the Social Business Toolkit (more on this later, I have to sort out some things on this, like seeing through my notes from Charlie Hill’s sunday morning talk “Executive Insight: The IBM Social Business Platform”)

How long will it take for widespread adoption?

Again Alistair Rennie took to it – explaining that IBM sees it as a business-driven thing (and I say is obviously grounded in it’s approach, you better be when you’re that old …, no need for too much revolutionary /missionary zest), where you need to be able to act sensibly and contextually relevant. But the social business mindset can be applied to a wide variety of business processes and the advantages are tangible (sure, they are I say) so he’s optimistic about adoption.

What are the ideas to help people filter through the information avalanche? (this wasn’t the exact wording of the question, but close enough -I thought it a bit awkward, ie. remember the notion of Clay Shirky – filter failure, not information overload)

Two elements – one filtering (yes, analytics, applying semantic analytics to extract meaning and act upon it), the other (predicitive) analytics – especially important when you think of the synchronization of activity streams on mobile devices. You don’t want all info tidbits presented there, so you need to differentiate the super-important or urgent from the rest. So you filter stuff in the back, then push the best onto the device. The exact methods to do this are in the working, but it’s essential that this filtering and high-lighting is done in an open and transparent way.

Concerning organizational change management – what is IBM doing to help people understand the importance? Does it reshape fundamental (departmental) organizational processes? What are IBM’s experiences?

Hmm, here I didn’t get the whole answer, but I am pretty sure it revolved around demonstrating benefits, educating and coaching (see above on what IBM is doing, yes) and the need for an (internal) team of ambassadors (think what the BlueIQ team has done for IBM) who explain, show and tell, … Alistair also pointed out that while it always depends on the context, ie. industry and business segment, IBM has brought a row of clients to #ls11 that can give insight into what they’ve done, so go ahead and talk to them.

So what is part of Project Vulcan?

Short answer: last year it was a project not a product, this year there’s tweaked products, ie. Notes next is heavily Vulcan vision influenced. Equally the mobile solutions (there was talk about this at ls10 for sure, see eg. my write-up of last year’s analyst briefing), the provision of the Social Business Toolkit etc. So basically Project Vulcan is everywhere …

There were more questions on Symfony, the dangers risks of social software, ie. downsides of transparency, and also on how much IBM is investing and expecting to earn. Needless to say that this last one was asked by a guy from forbes.com (I bet you knew that already, huh?). He got a short answer, ie. core focus, big play, big expectations (I bet you knew that already too, huh?). The longer answer involved some grounded reasoning around the benefits not alone being in saving money, but eg. also driving down cycle-time, time to market etc. And there was a nice remark on CSC seeing social business is working and consequently not putting the numbers on close scrutiny all the time. So much for this zombie-alike recurring theme of “We can’t do this as long as we don’t have numbers” (aka the RoI discussion et al.).
ps. very geeky picture above (“it goes to 11, we checked”) by The Original Turtle