RIP Google Wave: Lessons For Enterprise Social Initiatives

Nigel Fenwick

Anyone familiar with social technologies will remember the launch of Google Wave in the fall of 2009. It was a new kind of communication platform released into a beta test with 100,000 invitations sent out. Google’s strategy in limiting the rollout was designed not to overload the architecture (and perhaps to create a sense of scarcity, which it did very well). Google also wanted to develop the platform experientially based on user feedback. However, on Wednesday Google announced it was pulling the plug on Wave. Eric Schmidt tried to put a positive spin on it, describing Wave as a failed experiment that was also a learning experience. And there are certainly some lessons that can be applied to the rollout of enterprise social platforms.

Numbers Matter – Develop A Strategy For Rapid Adoption

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Of Social Computing And Filtering Through The Information Deluge

Jean-Pierre Garbani

While it may have taken humans thousands of years to progress from oral to written to audio and then to video communications, in the past five years, the Internet has accelerated at a breakneck pace through all of these different communication transmission stages. It started as a way to post and communicate text and still pictures, then moved to digital voice and music, and then took a giant step to video delivery, bringing you news, sports, movies, whenever and wherever you wanted to view them. The Internet is now the prime platform for distributing video content, effectively replacing your video store and your cable or broadcast distribution.

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Empowered: Forrester's Great New Book And An Opportunity To Participate In Web 3.0 -- Which Can Help Enhance EA Influence

Henry Peyret

My colleagues Ted Schadler and Josh Bernoff are preparing the launch of their coauthored new book, Empowered, after the success of Josh Bernoff’s Groundswell. Basically, Empowered’s message is: "If you want to succeed with empowered customers, you must empower your employees to solve their problems . . . . From working with many, many companies on social technology projects, we've found that the hard part is not just the strategy. The really hard part is running your organization in such a way that empowered employees can actually use technology to solve customer problems.” (Josh Bernoff, Groundswell blog post).

Coupled with Smart Computing — a new cycle of tech innovation and growth within the technology industry that Andrew Bartels described — this movement toward empowered employees represents what I consider to be Web 3.0: the next generation of Internet/intranet/extranet usage that will benefit the enterprise and employees. By adopting “Web 3.0,” enterprises can expect productivity improvements of 5% to 15% as well as improved customer satisfaction.

Enterprises should prepare themselves to benefit from Web 3.0 by:

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Ten Tips From The Enterprise 2.0 Conference

Nigel Fenwick

This year’s Boston Enterprise 2.0 Conference highlighted good examples of how companies are tapping into social technologies to empower their employees. For example, Mitre Corporation showed how they have successfully developed a collaboration community using open source technology. The platform they developed enables them to deliver secure access to ideas, discussions and content for employees and guests. Meanwhile, CSC showed how they have driven greater collaboration across 49,000 of their employees in just 18 months, with a strategy focused on connect, communicate and collaborate. (Those of us in the audience even witnessed the in-field promotion of Claire Flanagan, CSC senior manager for knowledge management and enterprise social collaboration, to director – congratulations Claire!)

Among a number of great speakers, JP Rangaswami, CTO & chief scientist at BT Design, opened the conference with a powerful speech that was supported by an innovative approach to real-time animation of content – alas, while the speech was good, the visuals were distracting for many in the room. JP suggested that the age of the locked-down desktop is coming to an end, “enterprises must design for loss of control.” Re-iterating a refrain from George Colony, who suggests “bits want to be free,” JP advised, “if you don’t want it shared, don’t put it on a computer.”

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Help Us Benchmark “Social Maturity”

TJ Keitt

We recently embarked on a Forrester-wide research project to benchmark the use of social technologies across enterprise organizations. Why is this important? Well, as you may know, we cover social technologies from a wide range of perspectives – from roles in marketing to IT to technology professionals. We find that each of these roles differ in their general “social maturity” and that most companies are experiencing pockets of success, but few, if any, are successfully implementing it across the board. In fact, full maturity in this space could take years, but there are clear differences in how some ahead-of-the-curve companies are using social technologies for business results. In fact, at this point it has been clearly established by many people (including us many times over) that social technologies are transformative tools that are changing the way companies do business. So we’re not talking as much about the opportunity social presents, but rather we are trying to determine the current reality of practitioners. It’s also clear that many companies have made tremendous strides in planning and organizing for the use of social technologies. However, the one question we consistently get is: “Where is my organization compared to others in the use of social media?”  We want to benchmark these companies to see if we can answer questions like:

 

  • How do you define “social maturity,” and why is it important to get there?
  • Which companies are ahead of the curve in implementing social technologies for both external use (i.e., for customers/consumers) and/or internal use (i.e., for employees/partners)?
  • What have been the biggest drivers of success?
  • What are the biggest challenges?
  • What steps do most organizations need to take, and why?
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How Socially Mature Is Your Organization?

Nigel Fenwick

We recently embarked on a Forrester-wide research project to benchmark the use of social technologies across enterprise organizations. Why is this important? Well, as you may know, we cover social technologies from a wide range of perspectives — from roles in marketing to IT to technology professionals. We find each of these roles differs in its general “social maturity” and that most companies are experiencing pockets of success, but few, if any, are successfully implementing it across the board. In fact, full maturity in this space could take years, but there are clear differences in how some ahead-of-the-curve companies are using social technologies for business results. In fact, at this point it has been clearly established by many people (including us many times over) that social technologies as transformative tools that are changing the way companies do business. So we’re not talking as much about the opportunity social presents, but rather we are trying to determine the current reality of practitioners. It’s also clear that many companies have made tremendous strides in planning and organizing for the use of social technologies. However, the one question we consistently get is: “where is my organization compared to others in the use of social media?”  We want to benchmark these companies to see if we can answer questions like:

  • How do you define “social maturity” and why is it important to get there?
  • Which companies are ahead of the curve in implementing social technologies for both external use (i.e., for customers/consumers) and/or internal use (i.e., for employees/partners)?
  • What have been the biggest drivers of success?
  • What are the biggest challenges?
  • What steps do most organizations need to take and why?

Here’s how you can help:

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Does Your Organization Have A Great Internal/External Social Community?

Nigel Fenwick

Each year we conduct a search for the best examples of social media/social communities as part of our search for winners of the prestigious Forrester Groundswell Awards. This year we have added a new category of award aimed at internal communities designed to help management with innovation and/or collaboration across the organization — communities that empower employees.

In the fall I’ll be helping my colleague, Ted Schadler — co-author of the upcoming book Empowered — to judge the winners of the management category. So if you have a social community or social media success story please consider nominating your firm for one or more categories in this year’s awards.

Find out how to submit your nomination through the Forrester Groundswell blog here.

If you are a vendor and helping a client implement a social community you may nominate your client with their permission.

Good luck!

Do All Business Applications Need To Be Social?

TJ Keitt

Next week, vendors from across the social computing landscape will converge on Boston for TechWeb’s Enterprise 2.0, a business Web 2.0 conference and trade show. In advance of this event – which I will be attending – I thought I’d discuss a topic that has started to emerge in my research of social software: the proliferation of social components in business applications. More specifically, I want to address a question a client recently raised: is having a social layer going to be necessary for businesses to adopt business applications going forward?

Over the last few years, we have seen software vendors position social tools as part of software suites such as collaboration platforms (e.g. SharePoint 2010, Lotus Connections), project management packages (e.g. ThoughtWorks Mingle),  BPM tools (e.g. ARISalign) and CRM systems (e.g. Salesforce Chatter). This is the natural reaction to what seems to be heavy business interest in these technologies: 65% of firms deploy at least one Web 2.0 tool. However, the marketing and selling of these tools is predicated on two myths:

  • Myth #1: Information workers are clamoring for these social tools. I have sat in on many vendor briefings where a company representative tells me employees demand Facebook-like or Twitter-like tools to do their jobs. Not true. When we ask information workers about their use of social networks, wikis, discussion forums, blogs, and microblogs for work, only a small group actually uses them; social networking tools, the best-adopted technology, is used by only 12% of information workers. When we ask non-users their desire in using each of these tools, small portions express interest; the most sought-after technology, discussion forums, only piques the interest of 15% of information workers.
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Is SharePoint 2010 Social Ready For Prime Time?

Rob Koplowitz

This morning Microsoft launched SharePoint 2010, the follow-up to the very successful Microsoft Office SharePoint Server (MOSS) 2007. As the morning progresses, I receive more and more notifications from vendors that are announcing integration strategies for the new offering. Meanwhile, other vendors announce strategies to compete. The social computing vendors are no exception. No matter the strategy, it's clear that SharePoint is creating a market disruption that not only vendors but clients need to address in creating and updating broad collaboration strategies. Many Forrester clients have already begun this assessment process, as evidenced by my inquiry load over the past several months. One question has surfaced repeatedly:

Does SharePoint 2010 affect my plans for social in the enterprise?

Well, yes and no. Here's the 100,000 foot view. If you are committed to SharePoint you really need to take a look at what Microsoft delivers as part of 2010. For many, this release will reach the proverbial "good enough" bar.  MySites, already a decent profiling service, continues to improve. Blogs and wikis, which were pretty dismal in MOSS 2007, are quite well done. Key missing elements like tags, tag clouds, community sites and activity streams are now part of the offering. Microblogs, a hot top of mind topic at the moment, are not quite there yet. Interesting. As Twitter explodes and Yammer continues to gain ground in the enterprise, SharePoint comes up short in microblogging. The reason? At least for the time being, SharePoint is dependent on a pretty traditional development cycle and microblogging exploded pretty late in the product development cycle. In other words, SharePoint is now clearly in the social game, but will play the role of fast follower for the time being.

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Einstein And Social Media

Nigel Fenwick

Albert EinsteinEven though there's plenty of evidence showing the positive impact many companies are getting from leveraging a social media strategy, there are still companies rigidly refusing to develop a social media strategy. This reminds me of the early days of the Internet: there were those companies looking to embrace the Internet and develop a new kind of "e-business," and the rest, steadfastly refusing to believe the Internet would transform their business. Even as Amazon defined a new online shopping channel in retail it was amazing to see how many large retailers were slow to establish an online presence.

Back in 2000 I wrote a report urging online retailers to embrace “community” as one of three core elements of their customer strategy. Companies such as REI, which already had an online community in 2000, have learned from their experience and are surging ahead into new social media.

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