Tag Archives: Culture

The Enterprise 2.0 Features for Enterprise 3.0 Benefits Driving Social Business

Strategies for Social Business

Supporting Social Business Enterprises

Something different happened at the 2011 Enterprise 2.0 Conference in Boston.  Something that goes beyond the Enterprise 2.0 Community.  A paradigm shift that affects all people.

Employers will no longer be hiring employees, they will be hiring a Workforce of Networked Workers.  Employers will embrace the “Innovation Age” with employees leveraging their networks to tap the exponential value in co-creation.  These new Social Business Models will generate the business intelligence required to succeed  in competitive markets.  Its hard to believe Enterprise 2.0 is only a few years old, but eventually there will be no Enterprise 2.0.

The term “Enterprise 2.0″ is relatively young, Andrew McAfee used this label in his “Enterprise 2.0: The Dawn of Emergent Collaboration” article written for “MITSloan Management Review” in 2006.  This article explored the possibilities of using “Social Web” technologies in the Enterprise.  I met Andy shortly after this article was published and discovered he had many more ideas on this topic.  We talked about the challenges ahead, mostly workforce cultures and business leaders’ perception of “Social” technologies.  It is amazing how much has been accomplished in so little time!

Sociocultural Evolution in Social Business

The sociocultural evolution in Social Business supporting the transformation of collaboration with the process of co-creation for reducing the complexity of innovation.  A quick timeline that starts with Mainframes and Dumb Terminals shows an accelerated growth pattern.

Mainframes and Dumb Terminals

A few years ago, a time most young people consider the “Stone Age”, Mainframes and Dumb Terminals (green screens of text) were all the rage in the Enterprise. These huge Mainframe computers were too expensive for most businesses at the time and had the computing power comparable to the iPhone of today.

Enterprise 1.o

August 6, 1991 marked the debut of the Web as a publicly available service on the Internet.  Business owners saw the value in web-based applications and invested in this technology.  Businesses eventually moved past creating static brochure web sites about their business and started creating web-based business applications.

Enterprise 2.0

  • 2006: Andrew McAfee publishes “Enterprise 2.0: The Dawn of Emergent Collaboration”.
  • 2006 – 2009: Business teams implement blogs, wikis, & copy features from social networking sites.  The phrase, “Enterprise 2.0 is like Facebook behind the firewall” was the non-helpful marketing buzz.  The misguided had the mentality of,  “build it and they will collaborate”.  Thought leaders were busy collaborating with others and building platforms.  Everyone was focused on tearing down, destroying, and blowing up “silos”.
  • 2010: “Enterprise 2.0″ transforms to “Social Business”
  • 2009 – 2011: Focus starts to shift from “user generated content” to Collective Intelligence
  • 2011: More Enterprise 2.0 conversations about Open Social, Social Graph, XFN. FOAF, and APIs (see “Top 10 Reasons NOT to Use WOA & APIs in the Enterprise“).

Enterprise 3.0

Cultivating Network Effects: If Enterprise 2.0 is a play on Web 2.0, then Enterprise 3.0 is Semantic Social Business (Semantic Web).  This is where things really get interesting.  The future of searching for things in the Enterprise will be more about things finding you.  Collective Business Intelligence takes center stage.  More time is invested into social graph engines and algorithms. This is where some business IT money shifts to social science investments.

Andrew McAfee at Enterprise 2.0 Conf Boston 2011

Anyone involved with Enterprise 2.0 or Business Innovation should watch Andy’s video E 2.0 Boston 2011 presentation. You can also find it after logging into the E 2.0 Conference web site here. His topics include Wisdom of Crowds, Collective Intelligence, Prediction Markets, and more. He covers a lot of valuable information in a short period of time, so you may need to watch it a few times and take notes.  Here are 3 quick notes:

  • Give Community Members a voice
  • Let Computers do what they are designed to do
  • Let People do what they are designed to do

If you liked Andy’s presentation at the E 2.0 Conference Boston 2011, then you may like this video of him talking about most of the same topics.

http://www.youtube.com/watch?v=oAMCy9SnNM4

Gamification in the Enterprise?

About 4 minutes into Andy’s presentation at Boston’s Enterprise 2.0 Conference, he mentions “Gamification“.  Social Business Gamification is a very interesting topic.  Examples of how this works are everywhere, we can see how this looks in the employee review process in Rypple’s  video.  We can also learn more from Spigit, Bunchball, and Badgeville.  The AppFusions Team can integrate custom Gamification solutions for your business needs.

People at the Enterprise 2.0 Conference Boston 2011 seemed to appreciate Michael Wu’s session about Big Data Analytics for Social Media, but he has also put a lot of thought into how the Future of Enterprise Software will be Fun and Productive.  I wrote about his work in this article, “The Secret Social Science Sauce of Gamification“.

I believe many members of the Enterprise 2.o Community can benefit from his work.  I hope people encourage him ( @mich8elwu ) to give a keynote at The Enterprise 2.0 2011 Santa Clara Conference scheduled for November 14 – 17.

Resources:

There are so many great people willing to help others with Social Business and Enterprise 2.0 all over the web and in your neighborhood.  It is almost impossible to mention all of them here.  I recommend reviewing all the shared resources at http://www.e2conf.com and attending one of their events.  You will meet great people and learn fascinating things.

Jim Worth @jimworth did an Outstanding job of putting a huge collection of Enterprise 2.o resources here.

I wrote this article because I like what the Enterprise 2.0 Community is doing.  If you like this article or if you believe education for children is important, then please leave a comment on this blog about our brothers and sisters from the Washington DC area helping the children, teachers, and staff at Humble School Uganda Africa. http://humble-school.blogspot.com They will appreciate knowing somebody is thinking about them and wishing them well.

 

 

 

The Social Science of Designing for Desired Behaviors

Secrets of Behavioral Economics Revealed

How to Achieve Social Business Interaction Goals

During my additional research about Gamification and it’s counterpart, Gameful Design, I discovered some great information about Karma, Color Psychology and Behavioral Economics.

Gamification Karma

The first part of this journey included reading “The Effectiveness of Karma Systems“.  This article by Jason Gross explores the concepts of Karma as a Social Interaction Design Pattern.  Jason ( @JasonAGross ) shares why gamification works and resources on how to make it work for you.

Color Psychology

Colors affect feelings and behaviors, choosing the right color for visual communications is the foundation of effective communication design.  Understanding how to use the Color Wheel to help make these decisions can be understood in this video tutorial about using the color wheel to create appealing color schemes.  Color Scheme tools include: Color Scheme Designer, Color Schemer Studio, and Adobe Kuler.  The details about the psychology of color along with stunning examples can be found in the following books: Pantone’s Guide to Communicating with Color by Leatrice Eisemann and The Complete Book of Color by Suzy Chiazzari.

Behavioral Economics

Psychological Design Patterns

Creating Design Patterns to help others achieve the desired behavior is a critical skill in today’s world of information overload filled with shrinking attention spans.  Intelligent design patterns can help people enjoy being more productive in Social Business environments.  Social Business Platforms can leverage Yahoo’s Design Patterns to support collaboration by streamlining workflows with intuitive interfaces.

Behavioral Economist Dan Ariely, the author of Predictably Irrational shares some shocking insights about human behavior and decision making in this Ted Talk video.

Why Do Similar Cultures Have Dramatically Different Results?

At first glance, this graph chart seems to convey how drivers in different cultures feel about organ donation.  A closer look reveals similar cultures seem to feel very differently about donating their organs.  Why such a drastic difference?

Guiding Desired Behavior with Simple Design

Most people will choose to do the right thing when the proper guidance is provided.  More people chose to be a donor because of a simple “designed behavior” technique.  Using the designed behavior technique of forcing the person to choose to “opt-out” dramatically increased the number of organ donors.

Decision Behaviors of Healthcare Professionals

Dan shares a great example of how making the process of changing a decision needs to be simple.  His example includes the important strategy of keeping the number of options low.  This is an example of a doctor changing his mind and choosing an alternative to surgery for a patient.  Changing a decision becomes complex when options are not clear.

Desired Decision Behavior Design Example

A group of individuals were asked to make a buying decision on a magazine subscription.  The three options included online only ($59), print only ($125), or print and online ($125).  Most people chose “print and online -$125″ (84%), the other 16% of the group chose “online only -$59″.  The extra option of “print only – $125″ actually created a desired behavior of people choosing the higher priced item because it created extra value in the desired choice.

Undesired Decision Behavior Design Example

Another group of individuals were asked to make a buying decision on a magazine subscription. They were only given two options and the majority simply chose the lower price option.  This example of a simple design flaw can cause a significant loss in subscription revenue.

Are We in Control of Our Decisions?

Dan Ariely reveals the secrets of Behavioral Economics in this video.

Key to Unlocking Desired Behavior Design

The mystical key to unlocking this type of magical design is actually rather simple.  This key is plain and may need some polishing to really make it shine.

The key is to ask yourself this question, “What is the goal?”

“What is it, I’m trying to change?” ~Jesse Schell quote from this Transformational Games video.

 

 

Social Business Communities of Engagement

Engagement: The Foundation of Social Business

Co-creation Fuels Innovation in Social Business

The explosion of Social Media and the rapid growth of new Social Business Models are driving intense focus on community development and collaboration to fuel innovation in the co-creation of our future.

“The best way to predict the future, is to create it together.”

In a previous article we reviewed “7 Key Success Factors of Sustainable Social Business“.  Relationships play a key role in any business and in life itself.  Developing and supporting healthy relationships is the foundation of Social Business.  A complete guide to healthy communities  is available from The Open Source Way,  “Creating and nurturing communities of contributors“.  Here are the 7 principals for cultivating  communities for positive engagement.  Thanks to Michael J Ricard (@mijori23) for bringing this to my attention on Twitter today.

7 Principals for Cultivating Engaged Communities

1. Design for Evolution

When starting a new community effort, it’s difficult to know what form it will take. Volunteers are not employees; they can only be influenced, never ordered. Some may take passionately to the proposed project; others may only be able to give some of their time. [evolution]

2. Open a Dialogue Between Inside and Outside Perspectives

In any community there are always “insiders” — i.e., the people who understand the problem space very well, the people who are at the core of the domain space — and people who are “outsiders”, but have enthusiasm, some domain knowledge, and a willingness to help. A successful community uses both of these perspectives effectively, because it’s the outsiders who are most likely to impart new energy and new perspectives.  [dialogue]

3. Invite Different Levels of Participation

In a volunteer community especially, people who join are going to be invested in learning more and doing more, and it’s important to identify work that matches the newbie’s skills, invites them to stretch those skills, and provides people who can help them develop those skills as required. [participation]

4. Develop Both Public and Private Community Spaces

Avoiding the cabal mentality does not mean having every single conversation in public, ever. Transparency is great, but it is unreasonable to expect everyone to be comfortable with full transparency, all the time.

Also, one-to-one communication builds intimacy and trust that multiway communication cannot. Especially as new participants are building confidence, it’s vitally important to build private relationships between individuals. Certainly it is appropriate to encourage important conversations to be moved into public forums, especially conversations about actions that will affect others. But private chats are important too, and often useful for eliciting insights that help move the more public conversations forward. [spaces]

5. Focus on Value

No volunteer wants to spend time on work that nobody values. Therefore, encourage community members to express the value that they receive from the community, and to reflect on the value that they provide.

Also understand that not everyone’s notion of value needs to agree; so long as participants do not actually detract by participating, they should feel free to add value in whatever way they see fit. Core participants frequently do not value a set of contributions initially, and only come to understand and appreciate that value later. Even contributions that are wildly experimental and far from the mainstream, and may not seem at all valuable, should be respected and encouraged. [value]

6. Combine Familiarity and Excitement

Stable and familiar working processes are vital, because people need tasks to focus their day-to-day work.

Still, people can not thrive on heads-down tasks alone. Exciting new challenges create opportunities to energize old friends and attract new ones, and give volunteers an important sense that they are all wrapped up in a great and important challenge. This excitement is crucially important to keep volunteers motivated on the daily work. [excitement]

7. Create a Rhythm for the Community

The pace of engagement is crucially important in a community of doers.

Moving too quickly and demanding too much, too soon, can leave volunteers frantic and feeling like they can’t keep up. Moving too slowly can lose volunteers who do not see enough activity to hold their own interest. [rhythm]

Community Development Guide

The complete community development guide helps people understand how to and how not to engage with community over projects such as software, content, marketing, art, infrastructure, standards, and so forth. It contains knowledge distilled from years of Red Hat experience.

Principles for Cultivating Communities of Practice

In his book Cultivating Communities of Practice, Etienne Wenger proposes seven principles for successfully cultivating communities of practice. Anyone who is responsible for moving a community forward towards its goals should consider reading it.

Key Success Factors of Sustainable Social Business

Unlocking the Secret of Meaningful Engagement

The other day I was having a discussion about Gamification Strategies with my co-worker Brad Cox Ph.D. (inventor of Objective-C, the engine that powers the iPhone mobile device).  Brad and I work together on a Enterprise Solutions Research & Development Team for a company in the Washington, DC area.  He is a very interesting guy and shares great insights on his blog.  We talked about the deeper meaning of gamification in the context of motivation and behaviors that drive meaningful engagement.  A deeper understanding about motivation as described in “Drive” by Daniel Pink and shared by  Gabe Zichermann in his gamification talks can unlock new levels of value.  Brad and I also talked about Enterprise Gamification and how the future of Enterprise Software will be Fun and Productive, as described by Michael Wu, Ph.D. on his blog.  This conversation expanded from individual motivation to community motivations and culture.  The culture of the open source community is a good example of people contributing (usually free of charge) to the greater good of the community.  Businesses and Government are saving a tremendous amount of money by implementing free software created by the open source community.  The Department of Defense shares the benefits of open source and value of community in “Open Technology Development (OTD): Lessons Learned & Best Practices for Military Software”  A deeper look at inclusive information technologies can be found in “Towards Inclusive Information Technologies” by Ben Garside.  The value of open source software can be instantly realized, but how will businesses and government capture the value of open source culture?  Unleashing the wisdom of crowds through crowdsourcing and co-creation can unlock levels of innovation that were previously thought unreachable.  Capturing this exponential value can be discovered through Sustainable Social Business Models.

Sustainable Social Business Models

Sustainable business is not a new idea.  Henry Ford, one of the sustainable business pioneers, experimented with soy-based materials and other ideas during the days of the Model T.   Ford Motor Company also shipped the Model A truck in crates that later became the vehicle’s floorboard upon reaching its destination.  Successful businesses of tomorrow will put a higher priority on economic, social, & environmental impact in their continuous improvement process.  The continuous improvement process of monitoring, analyzing, redesigning and implementing is evaluated as conditions change and new opportunities emerge.  New Inclusive Social Business models are providing an abundant amount of opportunities.  The success of these new social business models will be directly related to their impact on economic, social, & environmental conditions.  Business leaders should identify key success factors of sustainable social business today so they are prepared for the business of tomorrow.

Key Success Factors of Sustainable Social Business

  • Address positive economic, social, & environmental impact
  • Develop capacities and strategic alliances with others
  • Include community members as partners in co-creation to enhance buy-in and ownership
  • Create a self-sustaining community-based business plan with a long-term strategy
  • Prepare to invest time and resources during the start-up process
  • Support ongoing monitoring and evaluation
  • Remember to keep it people-focused

Wonder Why LinkedIn’s Stock Price Doubled During it’s IPO?

LinkedIn’s spectacular initial public offering (IPO) put the company’s value at a staggering $8.9 Billion.  This performance was an eye opening experience for Social Business according to CNN.  Most companies focus on marketing and cost controls before going public, but we did not really see anything much different that the norm from LinkedIn years, months, or weeks prior to their IPO.  LinkedIn did focus a lot of extra energy on their Application Programming Interfaces (APIs) prior to their IPO.  Why did LinkedIn focus on their APIs?  I believe people investing in LinkedIn see the same thing I see, LinkedIn understands Social Business.  They demonstrate respecting the work of others by supporting international standards in their RESTful APIs instead of proprietary code.  This intelligent approach enables multiple communities to extend the platform’s capabilities and easily include LinkedIn functionality in new places.  They have proven people and community are a priority and convey the important value of Social Business.

Twitter Buys TweetDeck for $40M – $50M?

The Value of an API

Twitter willing to pay $40M – $50M for something made from their own API is an example of how valuable Social Business is today.  This should help people think differently about opportunities available now and in the future.  Hopefully more people and organizations will focus on the value of community and take a lead role in fueling innovation for an amazing future.

How to create a sustainable business model that can be adopted & adapted by others

I strongly believe in empowering the employees, and I think that is the key to any long-term successful company, both small and big. One of the founders of the MySQL database, Michael Widenius, co-wrote a manifesto of … more

E 2.0: Enterprise Gamification & the Behavior Engine

Successful Enterprise Gamification

Successful Enterprise Gamification implementation requires today’s leaders to understand and apply the knowledge of behavioral psychology and the lessons from brain science to manage organizational change successfully. “The Psychology of Change in Organizations“, Psychology Today.

Did you see this recent post by Andrew McAfee, “Enterprise 2.0 the Indian Way“? Andy shares this advice, “The more I learn about Enterprise 2.0, the more inclined I am to encourage companies to throw caution to the wind: buy (or build) some well-designed lightweight tools that take advantage of emergence and game mechanics, find a few leaders willing to lead by example, and go live”.

Jim Worth explains how simple features can lead to sophisticated results in “The Upside Down Enterprise Portal“.

The Game of Organizational Change

Way back in the 1990’s I worked with a team that was tasked with helping our organization reach the next level of Capability Maturity Model Integration (CMMI). The goal of this task was to improve each team’s performance and give our organization a competitive edge over similar businesses. My task was to create a “Process Management” Platform. This platform included what I called a “Behavior Engine”. The Behavior Engine included logging identified behaviors and awarding users points for performing tasks within the platform. User points were accumulated by doing things like: logging in, creating new process categories, adding new processes, … Reports were generated for stakeholders from the Behavior Engine to identify key players and their behaviors that were driving the success of our goal. We would interview these key players to discover how we could make things even easier. We would also help all players learn from each other by connecting the key players with the weaker players. Then we had the bright idea to surface the Behavior Engine data through individual and team leader boards, process collections, process improvement ideas, … We quickly discovered that the community could easily accomplish the objectives when they had the right guidance and understood the goal.

Our team got tasked with a new project that involved creating a platform for “Human Resources”. There was a lot of buzz about including the Behavior Engine from the Process Management Platform. We explained that this is not something that you just copy-n-paste, but we did reuse the core code and aligned it with the desired behavior and objectives of this new platform.

I moved on to other organizations and have worked with various teams to create/reface/integrate multiple types of platforms that include virtual meetings, customer relationship management, and Enterprise 2.0 platforms. All of these have elements of game mechanics in the architecture to support gamificaition (These elements can be found by searching your code, database, and logs for the word “points”). Speaking of “points”, the point of this quick story is that there is no “one-size-fits-all” solution for game mechanics in the Enterprise. Each implementation of Enterprise 2.0 Gamificaction is unique according to the business objectives and desired behaviors.

Happy Fav Five Friday!

Fav Five Places

What You Need to Know Before Boarding the Enterprise Gamification Trend Train

Work Better. Play Together? On Enterprise Gamification
Enterprise gamification is a hot concept trending in Enterprise 2.0. It has great potential for benefit (and misuse). Misconceptions create the risk of getting it wrong. Rypple’s Daniel Debow shares very important lessons learned for making it work in this presentation.

Gamification and Its Discontents
This great presentation on gamification by Sebastian Deterding covers: The Idea of gamification, side effects, common confusions and misunderstanings, what can go wrong when adding game mechanics to an interaction, and what gamified applications are missing about games.

Seth Priebatsch: Building the game layer on top of the world
By now, we’re used to letting Facebook and Twitter capture our social lives on the web — building a “social layer” on top of the real world. At TEDxBoston, Seth Priebatsch looks at the next layer in progress: the “game layer,” a pervasive net of behavior-steering game dynamics that will reshape education and commerce.

Print Your Own SCVNGR’s Secret Game Mechanics Playdeck
Print Your Own Version of SCVNGR’s Game Mechanics Flash Cards

Cultures and Organizations: Software for the Mind, Third Edition

Based on research conducted in more than seventy countries over a forty-year span, Cultures and Organizations examines what drives people apart—when cooperation is so clearly in everyone’s interest. With major new contributions from Michael Minkov’s analysis of data from the World Values Survey, as well as an account of the evolution of cultures by Gert Jan Hofstede, this revised and expanded edition:

  • Reveals the “moral circles” from which national societies are built and the unexamined rules by which people think, feel, and act
  • Explores how national cultures differ in the areas of inequality, assertiveness versus modesty, and tolerance for ambiguity
  • Explains how organizational cultures differ from national cultures—and how they can be managed
  • Analyzes stereotyping, differences in language, cultural roots of the 2008 economic crisis, and other intercultural dynamics

Fav Five Faces

Who is on your “Fantasy Innovation Team” this week?

Here are amazing people that have connected me to new friends and new ideas this week. You might be familiar with “Fantasy Football Teams” , well this is my “Fantasy Innovation Team” this week. I recommend following these smart, creative people on Twitter.

Dad, entrepreneur (co-CEO of Rypple), music fan, and curious person. http://twitter.com/ddebow
Aspiring architect in the cathedral of human understanding. Researcher & designer working on UX, games, gamification & persuasive design. Tweets cc:by-nc/3.0. http://twitter.com/dingstweets
Chief Ninja of SCVNGR! (www.scvngr.com) http://twitter.com/sethpriebatsch
Game Designer, Bass Player, Mom http://twitter.com/amyjokim
Author, Speaker and Expert on Gamification and Game Mechanics. My Book: http://bit.ly/3YITLb & my Blog: http://gamification.co http://twitter.com/gzicherm

Enterprise Gamification Strategy

Enterprise Gamification is the use of game mechanics within Enterprise 2.0 Platforms that improves adoption and strives to encourage users to engage in desired behaviors in connection with business objectives. This technique should be a part of the complete Enterprise 2.0 Strategy. Discover more about game mechanics within Enterprise 2.0 Gamification here “The Enterprise 2.0 Strategy of Gamification“.