Digital Naiv oder Digital Native. Was ist der "richtige" Weg im und im Umgang mit dem Web 2.0 - und Puzzlesteine zu Essen, Fußball und mehr ...

Freitag, 31. August 2012

[EN] The new Role of Chief Marketing Technology Officer

Media_httpventurebeat_uuvfj

Line of business, in particular Marketing, influences more and more technology purchasing decision. This infographic is recommending a Cheif Marketing Technology Officer, who understands both, Marketing and Technology, in particular Digital Marketing and Customer Relationship Management.

Posted from Digital naiv - Stefan P.'s Business Blog

Donnerstag, 30. August 2012

[EN] Selling Social Business to the CFO | Enterprise Strategies | @Greg2dot0

A great reading. This time from Greg Lowe. We - the technologists - need to focus much more on talking business value. Check out the complete posting!

What’s important to the business?

To get started, we need to understand what businesses care about. In my experience, this can be broken down into 4 areas:

  • Increase Revenue – Grow sales, acquire new customers, develop new products
  • Reduce Cost – Shorten project completion time, reduce inventory, improve process efficiency
  • Improve satisfaction – Provide customers better information/services/products, improve morale, reduce attrition
  • Reduce Risk –Avoid fines, reduce intellectual property loss, Increase security awareness

If we further analyze these, we can see they break down into 2 general categories:

enterprisestrategies.com

Posted from Digital naiv - Stefan P.'s Business Blog

Mittwoch, 22. August 2012

[EN] Social Technologies are changing the World - and the Enterprise - Harvard Business Review

The McKinsey-study has already been covered broadly. Nevertheless a good summary. And it always worth to spread some of the key findings:

The business world knows (or thinks it knows) a lot about how social technologies are changing the world. With consumers spending gobs of time in online communities (more than 1.5 billion consumers around the globe have an account on a social networking site and almost one in five online hours is spent on social networks), marketing departments have increasingly shifted their attention to social media. They're not only advertising and creating their own social sites, they're engaging with consumers, listening in on unfiltered conversations, ...

... But, it turns out that there's something even more powerful at play: the potential for value creation when social technologies are used to improve collaboration and communication within and across enterprises is twice as big as the value that can be created through all other uses across the value chain. ... , McKinsey Global Institute analyzed the potential value that could be obtained through the use of social technologies. The total potential value at stake in these sectors is $900 billion to $1.3 trillion annually. A third of that potential comes from business function-specific applications of social technologies in product development, marketing & sales, operations, and customer support, but two-thirds would arise from using social technologies to improve the collaboration and communications of knowledge workers within these functions and across the enterprise.

Companies are beginning to discover that social technology platforms provide a far more efficient way of communicating and collaborating. And, they give companies a way to dig out the "dark matter" of company knowledge that is buried in email inboxes and on hard drives. Unlike email, messages on social platforms are accessible to the entire team in real time, eliminating all the to-ing and fro-ing to get everybody on the same page. Even better, on social platforms, communications become content — forming a searchable archive that can be continually enriched with comments and additions by members of the online community. ...

We estimate that "interaction workers," (managers, professionals, sales people, and others whose work requires frequent interpersonal interactions, independent judgment, and access to knowledge) spend 28% of their workdays answering, writing, or responding to email. They also spend another 19% of the time trying to track down information (including searching through their own e-mail files) and 14% collaborating with co-workers. (And these are your most expensive employees, and the ones you count on to do more than routine work; they're supposed to be innovating, figuring out how to improve business processes, and generally building you a better mousetrap — not wading through e-mail.)

These activities could potentially be done much more efficiently and effectively using social technologies — we figure by 20-25%. ...

Participation, in turn, depends on having an environment of openness, information sharing, and trust — the sort of culture that many organizations have not yet established. For this to happen, leaders must take the lead — after all, these are social technologies. ...

It may take years to establish the conditions of openness and to build trust across the organization, but the companies that accomplish this transformation will not only reap the greatest benefits from social technologies, they will also find that they are faster on their feet, more adaptable, and much more capable of absorbing — and acting on — new ideas. Not a bad investment.

Posted from Digital naiv - Stefan P.'s Blog

Dienstag, 21. August 2012

[EN] SugarCRM becomes the core of IBM’s next-generation CRM » Ovum

IBM has a number of internal transformation projects under way, all of which have been brought into the CIO’s office. One very significant transformation is the move away from a traditional sales approach of micro-managing the sales representatives, toward “social selling”, which leverages a variety of technologies, social and otherwise. When IBM started developing this next-generation selling method, the team was not focused on “social” but instead on dramatically increasing the productivity of the sales team. As IBM looked at the challenges of a typical sales team member, a variety of issues surfaced that began pointing toward using social, collaboration, analytics, and other technologies and applications, not only to increase the efficiency of sales representatives, but also to enhance internal collaboration as well as external conversations. ...

Recommendations for enterprise and public sector IT

While still a nascent concept and not yet productized, enterprises and public sector organizations looking for a new approach for taking their relationships with customers and constituents to a higher level should engage IBM in conversation. The outcome in the short term would not necessarily be to buy anything, but to use the insights for long-term IT and CRM strategies and planning.

Large enterprise and public sector organizations with a CRM procurement project under way or planned should definitely include SugarCRM on the vendor long list for evaluation along with other vendors they are considering.

Very interesting view by Carter Lusher from Ovum. I am looking forwrd to use the new Social Selling-solution soon.

This video shows some of the integrations between SugarCRM and IBM Connections:

 

Posted from Digital naiv - Stefan P.'s Blog

[EN] SocBiz.eu - European #SocBiz Blog is LIVE

The new European #SocBiz Blog is live under socbiz.eu. First posts have been published and we are looking forward to your participation. It should become a place,

  • where the dialogue in particular between European Social Business Adoptors can take place,
  • where you can share ideas and discuss with your peers,
  • where you can network and meet people, who are facing the same challenges,
  • where you find newest information around Social Business.

In the next weeks we will extend the funtionality from blogging to the full extend of an IBM Connections based-Community with Forums, Bookmarks, Files, Media Gallery, Idea Blog and more. Stay tuned.

Thank you very much to the German Collaboration User Group DNUG and its board. They have offered us their Euluc-platform as the place to host this new community. And by our request they are opening up the platform, so that all modules can be read without a login. Thank you in particular Reiner Gratzfeld, Birgit Krüger, Jürgen Zirke and Roswitha Bold from DNUG. And thank you to the teams of holistic.net and Softwerk, which are technically hosting the environment. We really appreciate all your support.

Currently the SocBiz.eu-blog is moderated: Anyone can see and read, but you must ask to join and actively contribute. Based on your input and requests, we may open it up completely (anyone can see and join). If you want access to the platform or become an active blogger, please register for EULUC through this link: https://collaboration.euluc.com/landing/ and the Tab Registration. You will get your login within short period from the DNUG Team. Afterwards please request to join the Community. And there you are ... Looking forwrd to share and discuss ideas with you.

Posted from Digital naiv - Stefan P.'s Blog

Freitag, 17. August 2012

[EN] Why C-Level Should Get Used to Less Control - Forbes

Social media is an important part of how leaders can communicate with their employees and external stakeholders, but Groysberg warns it’s only a tool: “Fundamentally, if you try to build a conversation-powered corporation, technology can help you, but without dedicated leadership and an inclusive culture, it won’t happen.” The real goal, he says, should be a recognition that the flow of information has speeded up, and there’s no longer a clear line between “internal” and “external” communication. The new reality, he says, is about “feeling comfortable that you have a lot less control.” As we’ve transitioned to a knowledge economy, companies have to recognize that “knowledge workers are different than machines – they talk back.”
Years ago, says Groysberg, “It used to be the case that someone specializing in outside communications for a company could tell Wall Street the company was firing 5000 people and nobody inside the organization knew! But now, that email will find its way inside the organization.” In other words, your expectation should be full and rapid transparency.
These statements are so true. The only thing I was struggling wth, why the headline was Why CMOs should get used to less control. It is the whole C-level.

[EN] Why C-Level Should Get Used to Less Control - Forbes

“Fundamentally, if you try to build a conversation-powered corporation, technology can help you, but without dedicated leadership and an inclusive culture, it won’t happen.” The real goal, he says, should be a recognition that the flow of information has speeded up, and there’s no longer a clear line between “internal” and “external” communication. The new reality, he says, is about “feeling comfortable that you have a lot less control.” As we’ve transitioned to a knowledge economy, companies have to recognize that “knowledge workers are different than machines – they talk back.”

Years ago, says Groysberg, “It used to be the case that someone specializing in outside communications for a company could tell Wall Street the company was firing 5000 people and nobody inside the organization knew! But now, that email will find its way inside the organization.” In other words, your expectation should be full and rapid transparency.

Great posting and quotes from Harvard Business School professor Boris Groysberg on the era of transparency and dialogue, the area of Social Business. I was only struggling why the author decided for the headline Why CMOs should get used to less control. Because they are owning Corporote Communications?

Posted from Digital naiv - Stefan P.'s Blog

Demand Generation for the C-Suite: How to Hit the Right Spot – The Marketing Journalist

The C-level isn’t going to take a cold call or enthusiastically sit through a sales-oriented or product-centered webcast, so make sure your demand gen efforts are holistic by developing content across key topics that these individuals will find relevant, and deliver that content through appropriate channels.

Very true statement by C. Edward Brice. A lot of companies want to target C-suite, but it needs to be a very different approach than targeting traditional groups. And the key is how to catch their attention, how to address pain points they personally feel.

Posted from Digital naiv - Stefan P.'s Blog

Mittwoch, 15. August 2012

[EN] Portals and KM: Social Software Market Keeps Growing

IDC also ranked the top vendors from a revenue perspective in a different study, "Worldwide Enterprise Social Software 2011 Vendor Shares." Tops by far was IBM with $105.4 million, followed by Jive Software ($65.3 million), Communispace ($60 million), Telligent ($42.7 million), and Socialtext ($34.5 million). Rounding out the top 10 were Mzinga, Lithium, Yammer, NewsGator, and VMware. I guess Microsoft was feeling left out so they picked up Yammer. It is also smart of IDC to not count SharePoint as social software.

Bill Ives on the market numbers from IDC. Guess which two statements I like most ...

Posted from Digital naiv - Stefan P.'s Blog

[DE] Über die verkrampften Industriekapitäne der Deutschland AG und das Problem der digitalen Demenz | Ich sag mal

Zwei Welten prallen im Netz aufeinander: Bürokratie und hierarchisches Management gegen verspieltes Experimentieren. Unternehmen, für die ein Twitter-Account schon die Zeitenwende bedeutet, werden daran verzweifeln. ...  Toffler sprach von der „Adhocratie“. Bürokratien eignen sich bestens für Aufgaben, bei denen viele Mitarbeiter ohne Spezialausbildung Routinearbeiten ausführen. Es sind statische Gebilde und dauerhafte Strukturen mit einem einfachen hierarchischen Aufbau aus dem Maschinenzeitalter. Da regierten noch Generaldirektoren im Kommandoton.

Adhocratien verlangen völlig andere Führungsmechanismen und Technologien. Das langsame Tempo des Maschinenzeitalters gewährleistete eine Verzögerung der Reaktionen über beträchtliche Zeiträume hinaus. ...

Der traditionelle Manager hasst die Welt der Blogs, Foren und Netzwerke. Alles eine Zeitgeisterscheinung. Er kann einen Tweet nicht von einem Tweed unterscheiden. Letzteres hängt ja als Sakko in seinem Kleiderschrank. Warum sollte es da noch etwas anderes geben. Neumodischer Kram. Das Netz richtet sich aber nicht mehr nach den Gesetzen der Tweed-Kanalarbeiter.

... Klugheit im Durcheinander der Vernetzung speist sich nicht aus dem kümmerlichen Geist des Controllings.

Ich kann nur zustimmen ...

Posted from Digital naiv - Stefan P.'s Blog

Dienstag, 14. August 2012

[EN] Build a private social network that employees will actually use - Computerworld

Better yet, make social networking integral to other tasks, advises Ethan McCarty, digital and social strategist at IBM. McCarty says all 400,000 global employees use IBM's homebuilt social networking platform, Connections, which is also sold to customers. "You have to make it part of the work as opposed to a separate thing people do," he says. "If it's not integrated and is an additional task, it becomes a burden and hurts productivity."

If it's not integrated and is an additional task, it becomes a burden and hurts productivity."
Ethan McCarty, IBM

Great quote from Ethan McCarty - and so true.

Posted from Digital naiv - Stefan P.'s Blog

Montag, 6. August 2012

[EN] New White Paper: Synchronize the Value Chain: Collaborate with your Business Community

Customers are now more demanding than integrated with their business community ever before, with increased access to technology - and therefore information - this undoubtedly puts a strain on enterprises.

Because of customers’ unlimited acess to information, enterprises need to find a way of serving these customers flawlessly, while keeping up with their changing demands. The most effective way for organizations to do so, is to increase the levels of integration and collaboration with their supply chain.

It has been well established that enterprise organizations view the process of integrating their value chain as a complicated and difficult exercise.

However, one thing that all enterprises will need additional assistance with, particularly in the current economic climate, is their ability to serve and retain customers - and by default - improve their financial performance. Therefore, these enterprises need additional clarity around how effective value chain synchronization can increase that performance. Integration is no longer enough.

In order for an enterprise to reach its full potential, it must understand the importance of the business community, be able to collaborate with everyone involved, and most crucially, ‘synchronize’ the value chain.

In March 2012 IBM appointed specialist technology market research house Vanson Bourne, to interview 700 IT decision makers across the globe. This White Paper is the result of the survey demonstrating the need of integrating, synchronizing and collaborating the value chain and build an open and collaborative business community. We at IBM call it becoming a Social Business ...

The White Paper is available here for download.

Posted from Digital naiv - Stefan P.'s Blog

Samstag, 4. August 2012

Social Business: IBM vs. Microsoft – Schlacht der Giganten: Analyse von Axel Oppermann : av-finance.com

Man muss sich nicht weit aus dem Fenster lehnen, um festzustellen, dass IBM gegenwärtig der Taktgeber ist wenn, es darum geht, Anforderungen von Unternehmen hinsichtlich Social Business mit der Zuverlässigkeit und Sicherheit einer echten Business-Software zu befriedigen. ...

Auch muss man kein Prophet sein, dass Microsoft in den kommenden Jahren den Markt für Office-Produktivitätslösungen dennoch weiterhin dominieren wird. ... Jedoch ist der gegenwärtig fehlende „Social Layer“ im Portfolio von Microsoft nicht zu übersehen. Die Herausforderung wird einerseits darin bestehen, die gesamten Maßnahmen in die kommende Produktgeneration harmonisch zu integrieren. Auf der anderen Seite bedarf es aber auch eine umfassende Bereitstellung von Social-Business-Funktionalitäten in die aktuelle Produktgeneration.

Diesen fehlenden sozialen Layer kann IBM mit Connections abbilden. So setzen gegenwärtig immer mehr Unternehmen auf eine Koppelung der Produkte SharePoint (2010) mit Connections. Namhafte Firmen wie Bayer, Bosch oder Continental haben sich bereits hierfür entschieden. Oder in anderen Worten: Unternehmen, denen SharePoint als Social Software nicht ausreicht und die an der Leistungsfähigkeit der jungen Internetunternehmen zweifeln, können ihre bestehende Plattform mit IBM Connections aufwerten und so die Stärken von SharePoint mit denen einer ausgewachsenen Social Software koppeln.

Losgelöst von der Plattformdiskussion ist es jedoch am wichtigsten, dass Unternehmen, die Social Business Tools verstärkt nutzen, auch davon profitieren. Hierdurch kann ein Wettbewerbsvorteil erarbeitet werden. Sicher ist auch, dass die E-Mail noch lange nicht tot ist Vielmehr wird Social Business Software Seite an Seite mit ihr weiterhin die Art ändern, wie Menschen arbeiten.

Exzellente Zusammenfassung der gegenwärtigen Wettbewerbssituation von Axel Oppermann (Experton Group). Pflichtlektüre!

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Excellent (unfortunately German language) Summary of competitive situation between Microsoft and IBM by Axel Oppermann from the German analyst firm Experton. A must-read!


Here is the URL for this bookmark: IBM vs. Microsoft – Schlacht der Giganten: av-finance.com

Posted from Digital naiv - Stefan P.'s Blog

[DE] Social Business: IBM vs. Microsoft – Schlacht der Giganten: Axel Oppermann auf av-finance.com

Man muss sich nicht weit aus dem Fenster lehnen, um festzustellen, dass IBM gegenwärtig der Taktgeber ist wenn, es darum geht, Anforderungen von Unternehmen hinsichtlich Social Business mit der Zuverlässigkeit und Sicherheit einer echten Business-Software zu befriedigen. ...

Auch muss man kein Prophet sein, dass Microsoft in den kommenden Jahren den Markt für Office-Produktivitätslösungen dennoch weiterhin dominieren wird. ... Jedoch ist der gegenwärtig fehlende „Social Layer“ im Portfolio von Microsoft nicht zu übersehen. Die Herausforderung wird einerseits darin bestehen, die gesamten Maßnahmen in die kommende Produktgeneration harmonisch zu integrieren. Auf der anderen Seite bedarf es aber auch eine umfassende Bereitstellung von Social-Business-Funktionalitäten in die aktuelle Produktgeneration.

Diesen fehlenden sozialen Layer kann IBM mit Connections abbilden. So setzen gegenwärtig immer mehr Unternehmen auf eine Koppelung der Produkte SharePoint (2010) mit Connections. Namhafte Firmen wie Bayer, Bosch oder Continental haben sich bereits hierfür entschieden. Oder in anderen Worten: Unternehmen, denen SharePoint als Social Software nicht ausreicht und die an der Leistungsfähigkeit der jungen Internetunternehmen zweifeln, können ihre bestehende Plattform mit IBM Connections aufwerten und so die Stärken von SharePoint mit denen einer ausgewachsenen Social Software koppeln.

Losgelöst von der Plattformdiskussion ist es jedoch am wichtigsten, dass Unternehmen, die Social Business Tools verstärkt nutzen, auch davon profitieren. Hierdurch kann ein Wettbewerbsvorteil erarbeitet werden. Sicher ist auch, dass die E-Mail noch lange nicht tot ist Vielmehr wird Social Business Software Seite an Seite mit ihr weiterhin die Art ändern, wie Menschen arbeiten.

Exzellente Zusammenfassung von Axel Oppermann von Exerton zur gegenwärtigen Wettbewerbssituation zwischen Microsoft und IBM. Mehr als lesenswert!

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Excellent (unfortunately German language) Summary of competitive situation between Microsoft and IBM by Axel Oppermann from the German analyst-firm Experton. A must-read!

Here is the URL for this bookmark: IBM vs. Microsoft – Schlacht der Giganten: av-finance.com

Posted from Digital naiv - Stefan P.'s Blog

Donnerstag, 2. August 2012

10 key "levers" for achieving (Social) Business value - The BrainYard

-- Derive customer insights (product development as well as marketing and sales).

-- Co-create products (product development).

-- Leverage social to forecast and monitor (operations and distribution).

-- Use social to distribute business processes (operations and distribution).

-- Marketing communication / interaction (marketing and sales).

-- Generate and foster leads (marketing and sales).

-- Social commerce (marketing and sales).

-- Provide customer care (customer service).

-- Improve intra- or inter-organizational communication and collaboration (enterprise-wide leverage).

-- Match talent to tasks (enterprise-wide leverage)

Good summary of David F. Carr the McKinsey Study on Social Economy with 10 top use cases.

Posted from Digital naiv - Stefan P.'s Blog