|
|
31 December 2008
Editor’s Choice of the Global Human Capital Journal—Accelerating Disruption and Opportunity
|
|
 What a year! When I wrote in the 2007 Year in Review that 2008 “would produce an unimaginable degree of change,” I had no idea how right that would prove to be. We saw major disruption in the global economy, and the U.S. presidential campaign closed the year with a major political upset, largely at the hand of social media. That said, I still believe that 2008 will prove to be a transitional year and that more profound change is on the way.
Look in any direction. From a macroeconomic perspective, the global economy is showing itself to be pervasively interdependent. The U.S. successfully exported its real estate finance crisis without even working up a sweat. I don’t believe that anyone really knows where all the bodies are buried yet, and central bank chairmen, national presidents and global organization leaders are still holding their breaths, even though they smile bravely on television. Barack Obama’s successful U.S. presidential campaign showed that a new era of politics is upon us; as we’ll discuss below, it will likely redefine how “democracy” operates. A new phase of disintermediation is afoot.
Continue reading Year in Review—2008: Social Media Out of the Gate and in Full Run
30 November 2008
2009 Poised as Inflection Point in Enterprise Usage—LinkedIn Increases Relevance to B2B Executives
|
|
 During the 1990s, I was intimately involved with helping global organizations to decentralize their information technology—as a management consultant and marketing executive. However, a far more disruptive force is imminent today: communications and marketing are rapidly evolving into a networked, distributed pattern, following IT’s lead. Individuals that congregate online will have an increasing role in affecting how other people make decisions, significantly weakening the influence of the mass media on which many marketing strategies depend. Organizations that depend on centralized, controlled communications will be astonished at how fast they become irrelevant over the next five years. Although the case studies are still being written, I’ll go on record as saying that the 2008 U.S. presidential election will prove to be an inflection point of digital social networks’ disruptive potential.
LinkedIn is a leading venue for B2B and B2C executives, so it merits significant attention. The inputs for this Executive Adoption Snapshot are varied: I have had the opportunity to work with hundreds of executives to apply LinkedIn to their business processes in 2008. I met two LinkedIn executives this month, and I covered CEO Dan Nye’s recent interview. I will synthesize clients’ experiences and LinkedIn executives’ remarks in three sections: 1) Executive Summary, 2) remarks from Dan Nye, Patrick Crane and Steve Patrizi, and 3) Analysis and Conclusions.
I would also be remiss if I did not share some of my experience around what kind of services enterprises will require to excel in this new environment, so after Analysis and Conclusions, I have provided initial thoughts gleaned from my experiences with clients thus far working with Web 2.0.
2 August 2008
Enterprise 2.0 and B2C Web 2.0 Show Serious Traction—But Social Sticky Wickets Remain—How to Trust?
|
|
 The Social Networking Conference (SNC) was an excellent place to check the pulse of Web 2.0 adoption from customer and provider perspectives. Producer Marc Lesnick explained in his opening remarks that, in the months preceding this conference, corporations had knocked on his door asking to get involved. His Ticonderoga Ventures had held several SNCs over the past few years, and it had been largely the purview of social networking start-ups and their facilitators. This is a very apt indication of the enterprise adoption predicted by my State of Social Networking Forrester coverage and 2007 Review.
SNC SF 2008 took place July 10-11, 2008 at the UC San Francisco’s Mission Bay Conference Center. It was a focused conference that balanced start-ups’ and enterprises’ innovation—with a dash of perspective from Apple co-founder Steve Wozniak and Social Networking Watch’s Mark Brooks. On the enterprise side, GE’s Grewal and GM’s Denison covered the enterprise 2.0 and B2C Web 2.0 perspectives respectively, while the U.S. Air Force’s Adkins presented nascent cross-boundary collaboration in the armed services. Start-ups Twitter, Mowave, Faceforce and many others gave fascinating examples of innovation along several vectors. I beta-released the Social Network Roadmap in my presentation and moderated a panel with Visible Path, Jigsaw and LinkedIn in which we discussed various aspects of how enterprises were using social networks. IBM’s Rawn Shah offered a useful network for “social context” for planning and solutions for social networks.
Notable, too, was Daniel Brusilovsky’s very lucid presentation, “Social Networks: a Teen Perspective. Daniel is the 15 year old founder of Teens in Tech.
I have coverage of all these tracks, which I’ll summarize before Analysis and Conclusions. The reportage follows this convention: the summaries are from my notes of speakers’ remarks, and when a sentence is parenthesized, it is a comment. Click on logos for abstracts of the tracks.
19 July 2008 “Practice” Will Highlight Behind the Curtain Enterprise Innovation with Web 2.0
 I am pleased to announce the creation of “Practice,” an exciting new Category on the Global Human Capital Journal. Practice is the first new category I’ve created since launch in 2005. It will give you behind-the-scenes insights into the innovation I am conducting with clients in my consultancy, CSRA. For example, the new CSRA Social Network Roadmap is attracting extensive attention from Fortune 1000 executives in many industries: utilities, consultancies and market research firms to name three. We will begin using the roadmap to assess, test and scale their companies’ use of social networks and Web 2.0.
Continue reading New Category Debuts on Global Human Capital
29 June 2008
Reexamining “Content” in Light of “Conversation”
|
 |
 Web 2.0 is redefining content on the Web, and Duo Consulting’s and Content Wrangler’s Web Content 2008 Chicago, convened at the UBS Tower on June 17-18, 2008, was a rich opportunity to check in with the Web 1.0-Web 2.0 mashup. Embedded within the legacy concept of “content” (text, pictures, audio, video, etc.) is that few people create it and many people consume it, which is obviously less true with every passing month.
Something else is happening on the way to the forum, too: opinions about content are gaining more attention than the content itself, according to Day One keynote Dick Costolo. If so, where does that leave people who “manage” content? There is a whole ecosystem of professionals and vendors that manage content according to Web 1.0 rules, and many of them were here, sharing their visions and tactics for embracing Web 2.0. Day Two keynote Jerome Nadel provided a clue: a shift in emphasis to design: since “users” are creating the opinion content through their “conversation,” I’ll hazard that a key part of the concept of “management” will be providing a better whiteboard that enables people to share what and how they want with whomever they want when they want.
 Moreover, everyone had control issues. Speakers as a group did not agree whether consumers were in control now or whether content creators still prevailed. Chris Anderson’s adage kept flitting across my mind, “We live in an ‘and world,’ not an ‘or world’.” The conversation will not replace content; it will play with it. The two will synergize. As usual, I have summarized the remarks of speakers whose sessions I attended, and I’ll wrap with my own Analysis and Conclusions.
25 June 2008
New Life Sciences Accelerator Leverages Digital Social Network—Inspired by LinkedIn and Facebook
|
|
 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0′s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
24 June 2008
U.S. Physicians Learn the Power of Professional Crowdsourcing—Consult Each Other in Digital Social Network
|
|
 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0′s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
Business Drivers
Sermo is a start-up that was founded by a doctor with a passion, to create a professional community in which often-isolated U.S. doctors can advise each other. Once confirmed as practicing physicians, members create pseudonyms that are attached to their specialties. No other information about members is required, but they can volunteer other information about themselves.
The Sermo story reflects the limitless applicability of Web 2.0 collaboration, in healthcare and other industries.
22 June 2008
How Blogs and Wikis Add Value in Global Organizations by Supplementing Enterprise IT—Contagious Grassroots Enthusiasm
|
|
 Healthcare systems worldwide are criticized for falling short of expectations, and countries like the U.S. which feature aging populations, are rapidly approaching a crisis. Demand and cost will grow, but the system as currently structured will certainly break down unless radical changes are made. Web 2.0′s disruptive potential can be part of the remedy: we need to introduce much more accountability and collaboration into all parts of the system. We need to change the paternalistic attitudes that pervade the system, treat patients as active participants and encourage everyone to be more accountable. This series introduces healthcare Web 2.0 innovators.
Business Drivers
Pfizer is the world’s largest pharmaceutical company by sales, having in its stable numerous bestselling drugs, from Lipitor, Lyrica and Diflucan to Zithromax and Viagra. It also has the industry’s largest R&D budget, a global workforce and a tremendous need for its people to collaborate seamlessly across boundaries.
All pharmaceutical companies are struggling to invent new drugs because much of the “low hanging fruit” has been harvested, and their R&D staffs need to try new things to discover and bring new drugs to market.
In this case, Pfizer’s experience suggests the power of applying Web 2.0 tools internally, a practice termed “enterprise 2.0.”
30 April 2008 Leveraging B2C “Social” Networks for Real Enterprise Advantage—Flashbacks to Web 1.0—People in Bars
 Pan in, circa 1998, and enterprises were beginning to doubt the conventional wisdom that had prevailed during the past three years, namely that “the Internet” was a Silicon Valley fad that would blow over with nary a whimper. It was “for kids,” it didn’t merit adult attention—none of these “businesses” were making money anyway. You can’t be serious, how could a money-losing online bookstore affect GM? It looks silly to read these words today, but that’s only because we know what happened. Here I will suggest that we are on the cusp of a similar shift with Web 2.0 and social networks, I’ll outline an approach you can use to consider your adoption strategy, and I will recommend tactical things you can do right now to leverage LinkedIn, Facebook, Twitter, YouTube, Del.icio.us and others.
Since 2006, my consulting work has encompassed strategic and tactical sides of Web 2.0 and social networks and, in 2008, I launched a tactically-focused service, the Executive’s Guide to LinkedIn, which helps global enterprises to use LinkedIn for process innovation. This has provided the opportunity to deep dive into applying these tools to enterprise processes.
22 March 2008  Dennis Howlett, writing in the Irregular Enterprise on 19 March, made the case that enterprise IT just didn’t get social networking and start-ups were going to make some serious hay by bypassing IT and selling right into the business. He had also included a YouTube video in which CIOs commented on the question, “Is Enterprise 2.0 hype or happening?” which provided some light-hearted snippets about a profound subject. There was some valuable information in the post, but I found that it was approaching the issue from within the old paradigm (“battle on two fronts”), and therefore largely left money of the table. I’ll peel the onion here, so get ready to well up.
|
Social Business Resources
|
