Articles
I find myself thinking again about the buzziest of buzzwords: engagement and collaboration. Just what do they mean? Engagement is about people’s connections to technology, and collaboration builds connections (and ideas) among people. You know what engagement really is? It’s speed. Hear me out.
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Office 365 would be the first major beneficiary of Yammer integration, but SharePoint on-premises would see integration in future service pack releases. Microsoft would support SharePoint 2013’s out of the box social features for a period of time, but they would not be enhanced or developed further.
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Another year has passed and we are still trying to define the Return on Investment (ROI) for social tools in the enterprise. We are bombarded with stories of successful implementations but finding hard numbers that can be quickly applied to our own organization remains a challenge.
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After all, you can’t measure the value of a pop song. It makes you happy, sure. And we all know you can work better, run faster and just in general be more successful when you’re happy … but good luck trying to prove any of that.
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If you've worked in an office in the past 15 years, odds are you've used Cisco's desk phones, attended WebEx conference calls or watched colleagues over Cisco's TelePresence video service. Maybe you've also used Lync, Skype, Hangouts or some of the many others services to collaborate with others. Now, Cisco
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How do we begin to quantify the impacts of social business software on organizations or are we simply trying to chase a proverbial unicorn? In 2006, Andrew McAfee, associate director of the Center for Digital Business at the MIT Sloan School of Management, coined the phrase "Enterprise 2.
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One of the biggest disruptors of the last few years has been the distributed nature of work. People can now work pretty much anywhere, anytime, with anyone, on any content.
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The ongoing demands of individual executives, archaic software evaluation processes and an obsessive focus on employees as productivity centers instead of human beings have turned collaboration into chaos, and social analytics into a spectator sport.
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Cisco under CEO John Chambers (left) isn't hiding its intentions with its integration with Jive Software for enterprise collaboration. It wants to go after Microsoft. And probably IBM, too. How do we know? They told us.
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With all that has been studied, written about, developed and tweaked in the area of the social enterprise, why are some of the world's leading organizations still struggling with their social initiatives? Is there something that all of the pundits are missing? The answer is the elephant in the room.
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The difficulties that companies have had in deploying enterprise social often start right at the beginning. It’s not hard to understand why choosing a product can be tough since most enterprise social networks look almost identical.
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IBM claims its Mail Next email platform is about having fun and making things easy on people who are trying to get work done. Will it be? We won’t know until at least the fourth quarter when Big Blue releases it under the Connections brand. We do know this:
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When thinking of a mobile workforce people typically envision sales team “road warriors” or “Knowledge Workers” operating out of expensive cars or on planes, armed with flashy laptops, tablets and portable projectors.
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Why does useful enterprise social remain elusive for so many organizations? The promise is there, but until organizations see the results, they'll go on believing it's like the Tooth Fairy -- delivering small rewards, but never seen face to face.
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