Which of these three do you think is more effective at creating Commitment: Anger, Calm or Happiness? In reading Eyal Winter’s book, Feeling Smart: Why Our Emotions Are More Rational Than We Think (PublicAffairs, Dec 2014), I came across an interesting research in psychology that describes the human condition. His […]
Lecko’s Enterprise Social Networks study also looked the tools that suit external communities, usually customer-facing or for partners. I was thinking earlier that the study did not include companies like Lithium in their study but was proved wrong in this chart. While not in their deep analysis per tool later in the document, they do list them here.
Their description of the groupings:
- A – Solutions that incorporate opening to the outside
- B – Solutions that work on the borders of the company
They indicate that most ESNs “are a long way behind social CRM specialists (Dimelo and Lithium)”. I’ve not watched Dimelo before (based in Paris & Munich) but it makes sense in catering to the French top 40 companies. Lithium frequently ranks as a winner in CRM Idol, the industry awards for this product category.
The big gap between the functional capabilities of these two compared to the ESN pack is so stark, it is hard to ignore. The capabilities if you interested are as follows:
- Enable partner/customer sign-up, and supply the tools for conversation with them;
- Differentiate between internal and external;
- Coordinate a support community;
- Organise competitions;
- Discuss the organisation’s products; Monitor customer activity;
- Send newsletters;
- Handle social media pages;
- Manage online visibility of the platform.
This doesn’t seem like asking for much, but I would gather the difference is in the quality and depth of the offerings.
The three groupings are as follows:
- A – Solutions focused on personal and collective productivity (e..g, Google Apps, Jive, MS Office 365+Yammer, IBM Connections, Sitrion +SP, Microsoft Sharepoint 2013)
- B – Tools that integrate their collaborative and social functions with the online office suites of Google, IBM or Microsoft (e.g. KnowledgePlaza, blueKiwi, Atlassian Confluence, eXo platform, etc.)
- C – Purely social solutions not operating in productivity but encourages employee interaction.
My thoughts on this is that this chart focuses on gaining market acceptance by their own primacy (those in A), and the challengers who gain the extra push from integrating with known major suites (B). Those in (C) are standalone. Some of these stem from their roots in document and knowledge management and evolution into social platforms.
(in the Lecko Enterprise Social Nets study v7)-
Microsoft: 2014 is the year that Yammer was integrated into the MS collaborative offer. This is as much down to the publisher’s efforts to lead people into the cloud as by developing better integration with Office365.
blueKiwi (version Feb. 2015): the solution evolves without standing out through optimisation of its functions and performance gains for those who use the social on a daily basis. blue Kiwi has acquired this experience with its customer (and shareholder) Atos, resulting in the provision of one of the largest ESN platforms worldwide.
Knowledge Plaza: A leading start-up in the Social KM field.
talkSpirit: Traditional market player. The solution is particularly relevant for supporting internal or external communities of practice.
eXo Platform: The leading Open Source publisher in this composition. The solution has grown in 2014 and relevantly supports social uses around content management. Cross-posted from Facebook on March 04, 2015 at 10:49AM.
Work-life expectancy is expanding. While we worry about working with five generations in the workplace by 2020—only 5 years from now—we are now looking at even more as we look 10, 20, or 50 years from now. As work-life expectancy, the number of years we have available to spend working, expands […]
More on … http://onforb.es/1AnMZn6
Originally posted on Rawn Shah – Connected Business – Forbes
There is a paradox in how we see ourselves in a collaborative, cooperative world of work. This is a balance within each: our self-image, where we give attention, and what we consider priorities. On the organization side, this is also the balance of centralization versus decentralization, leading versus directing, uniformity […]
Hitachi makes a Happiness Wearable? Not the type of Quantified Organization that Lee Bryant had in mind.
“According to Hitachi, apparently there is some kind of correlation between a person’s physical movements and their sense of happiness, which we guess sort of makes sense as someone who is happy will have more spring in their step, versus someone who is bored or down and who might just shuffle around the office, although will the sensor be able to pick up on that?”
I find some of it credible, but more in the sense of encouraging fitness which can have a relationship to mood. It could also work in the sense of activities like Walking and Talking (a la Nilofer Merchant ‘ s suggestion), but then it is essentially a Fitbit or Lumo Bodytech which are better sensors for movement, and posture, respectively.
HT Siegfried Lautenbacher of Beck et al Services
Hitachi Creates Wearable Sensor To Measure Employee Happiness
“Happier employees tends to lead to better output and more efficiency, but how do you know if your employees are happy or if they secretly resent you?…”
[Cross-posted from Facebook on February 14, 2015 at 07:47AM]
Edelman’s annual look at Trust among different stakeholders (inside and outside organizations), in nations across the world.
In terms of trust in individuals, people look first to:
1. Academic/Industry Experts
2. Company Technical Expert
3. A person like yourself
8. Government officials
2015 Edelman Trust Barometer
“View the results of Edelman’s 15th annual exploration of trust, which surveyed 33,000 people in 27 countries around the world on their trust in government, m…”
Also the details of the study here: http://bit.ly/16UXItB
[Cross-posted from Facebook on February 11, 2015 at 03:01PM]