Envisioning The Enterprise Of The Future
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I presented this on Nov 19 at KMWorld Conference 2009 as part of a panel called, "Envisioning the Enterprise of the Future"
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Envisioning The Enterprise Of The Future
- 1. Envisioning the Enterprise of the Future Gia Lyons (@gialyons) Strategic Consultant Jive Software KMWorld 2009
- 2. I asked my trusted colleagues for input… Key habit in the enterprise of the future Bill Lynch, Co-Founder, VP Product Management Christopher Morace, SVP Products Dave Hersh, CEO David Greenberg, Sr. Director Marketing Erskine Williams, Director Professional Services Matt Tucker, Co-Founder, CTO Robert Brown, VP Client Services Suzame Tong, Director Marketing Communication
- 3. Because you’re losing Why change?
- 4. losing to competitors be nimble, be quick – reduce cycles, increase innovation Flicker.com/vegaseddie
- 5. losing brain trust RIFs happen – avoid the collective lobotomy Flicker.com/theeerin
- 6. losing opportunities blur the firewall – make critical knowledge sharing easier Flicker.com/bionicteaching
- 7. more like an ecosystem, less like a machine What will the enterprise of the future look like?
- 8. cross pollinate top talent “A” game to “B” and “C” players spread habits of high performers across the enterprise Flicker.com/calliope
- 9. preserve knowledge sharingin context make it easy for others to discover and share Flicker.com/wwworks
- 10. discover, consume and broadcast via activity streams bring interaction and content together from multiple systems Flicker.com/proimos
- 11. A Fresh approach How can we make the change?
- 12. INDUSTRY WATCHERS, VENDORS, ANALYSTS share deeper case studies describe entire process: fund, build, sustain stop calling it "Facebook for the Enterprise”
- 13. CEOs understand that SBS enables corporate initiatives track success with existing KPIs and measures stop thinking it’s a waste of time
- 14. CIOs, CFOs acknowledge failure of past solutions surface silo’d content in simple community platform enable people to find and start trusting each other
- 15. VP of HUMAN RESOURCES incent and reward contributions to the community incent and reward leveraging the network that which is rewarded (and measured) improves
- 16. VP of COMMUNICATIONS, MARKETING evolve from broadcaster to conversationalist talk, but listen, too act on what you hear
- 17. EVERYONE try new approach: “set it and forget it” doesn’t work this isn’t just about tools invest the effort and time to build and sustain
- 18. THANK YOU
Editor's Notes
- In general, companies need to be more nimble and reduce innovation and sales cycles to maintain a competitive advantage, or to catch up. The penalty for doing nothing is that your competition will run over you in terms of talent and customer acquisition and retention, and innovation.
- Almost every company was forced to reduce staff in the last year. More often than not a lot more than people walked out the door. Trapped in their heads was not only how the business worked (and I mean how it *really* worked), but also the pieces of culture and corporate identity that held the fabric of the workforce together. There are thousands of cases of these market forced lobotomies and this creates tremendous opportunities for the companies who know how to avoid it.
- There’s a need to securely blur the firewall to make collaboration and critical knowledge sharing conversations easier to have and more transparent. Employees aren’t just the people you give W2s to. They’re contractors and partners, and they’re tired of lugging around an extra laptop for each of their clients. And, the days of “owning” the conversation with your prospects and customers are over. Bringing select customers and prospects together to converse – Customer Reference 2.0 – and including them in conversations about improving your business are what will differentiate companies in tomorrow’s marketplace.
- It’s still true that those with the best talent win (See Google, Apple). However, not everyone can have the choice of the tops shelf talent or have “A” players up and down the organization. Therefore companies need to leverage tools like Enterprise Social Software to get the most out of the top shelf talent and have that cross pollinate the next level down.
- Past KM systems were burdensome, and required extra steps to upload content into a repository after the event in which the knowledge was realized. This is where social software shines. Every knowledge sharing episode is preserved in context and can be easily discovered by the entire enterprise – it’s not hidden away in after-the-fact, incomplete documentation, buried in some content repository that only 14 people know about
- The activity stream will become the central way that employees consume information. Also that the social graph and new noise reduction techniques will help make all that information actually consumable in a reasonable way. it will be an incredibly simple way to tie together many disparate systems.