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Strategically Flexible
Dan Keldsen, [email protected]: @dankeldsen Discuss -> #e2conf-50
Avoiding the Silo Trap of Enterprise 2.0
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Source: http://en.wikipedia.org/wiki/Massachusetts_Bay_Transportation_Authority
MBTA in Boston• The subway system has three rapid transit lines—the Red,
Orange and Blue Lines, and two light rail lines—the Green Line and the Ashmont-Mattapan High Speed Line (designated as part of the Red Line). The system operates according to a spoke-hub distribution paradigm, with the lines running between central Boston and its environs.
• The three rapid transit lines are incompatible; trains of one line would have to be modified to run on another.
• Orange and Blue Line trains are similar enough that modification of some Blue Line trains for operation on the Orange Line was considered, although ultimately rejected for cost reasons; some of the new Blue Line cars from Siemens Transportation have been tested on the Orange Line after-hours before acceptance for revenue service on the Blue Line.
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Str
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Users Say They Want
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Past Current Future
SupersystemRipple Effect?
Ripple Effect?
System
Replacing/Enhancing
This(at least)
You are Here
Moving Here (at least)
SubsystemRipple Effect?
Ripple Effect?
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So, to our “real”(Virtual) World of
Enterprise 2.0
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Str
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ble Has An Inability To Effectively Collaborate
Negatively Impacted Your Organization? (n=114)
Yes, And It Happens Often
Occasionally
No, Never
0% 10% 20% 30% 40% 50% 60%
7%
52%
41%
Source: Information Architected, Inc.
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Info is Everywhere,In Many Forms
Time Available and Urgency Varies
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What systems do you use for work
everyday?
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Str
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ble Meet the Info-Juggling Knowledge Worker
Source: Information Architected, Inc.
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If you were going to streamline the
previousEmployee Experience, what would you do?
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Source: Information Architected, Inc.
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MediaWiki
Yammer
Google(web
search)
Jive
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Untwist the Enterprise Twister!
Source: http://fragilecologies.com/blog/?p=1248&cpage=1
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Str
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ble For Customer-Facing UIs
• The goal is typically to build an interface that allows the customer to find exactly what they want on your site, and buy or otherwise engage in beginning stages of buying (information gathering, download a whitepaper, find a physical store location, etc.).
• OR to engage customers/prospects/fans where they already LIVE - Facebook, Twitter, YouTube, etc.
• The more integrated and effective the User Experience, the more likely you are to keep those customers
• This entire experience, is owned, funded, analyzed and improved/tested over time. Some companies being demonstrably better at this than others.
• Keys?
– Ownership
– Integration
– Testing and Revising
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• Employees are provided with a variety of applications, platforms, systems, and interfaces - built at different times, with different goals, different look and feel, different login techniques, different business and IT ownership, etc..
• Integration? More often than not, copy and paste, and physically moving content between systems/people are how information flows
• New employees have to specifically be walked through what system to use, how to use it, and when - most are not so obvious that they can just jump right in without help, which means new employees take weeks to months to become efficient and effective
• Even experienced/long-term employees typically have to rely on asking others when it’s no longer obvious or they don’t remember, where they need to go and how to get their jobs done
• Employees are the GLUE and manual workflow to connect all of the systems, aside from those rare “corporate-wide” initiatives that integrate capabilities. Down-sized? There went your workflow...
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ble The New Voice of the CIO: Insights from
the Global Chief Information Officer Study• Researchers interviewed more than 2500 CIOs worldwide to compare
and contrast the behaviors of low growth CIOs and their high growth colleagues.
• High growth CIOs actively use collaboration and partnering technology within the IT organization 60 percent more often than low growth CIOs.
• High growth CIOs devote 87 percent more of their time to enabling the business and corporate vision than low growth CIOs.
• High growth CIOs spend 55 percent of their time on activities that spur innovation. Low growth CIOs are mired in tactical execution and IT issues.
• Specific innovation activities include generating buy-in for innovative plans, implementing new technologies & managing non-technology issues.
• High growth CIOs spend 94 percent more time integrating business and technology to innovate than low-growth CIOs.
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Source: IBM Global CIO Study (2009)
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Why?
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So where should you integrate?
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Search Across People, Messages, Groups
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Security
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Portal/Dashboard
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Before 2.0 Overhaul (SharePoint)
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After 2.0 Overhaul (ThoughtFarmer)
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Bef
ore
2.0
Ove
rhau
l (Ph
ase
II [M
ediW
iki 2
002-
2004
era
])
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Afte
r 2.0
Ove
rhau
l (Th
ough
tFar
mer
)
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Process
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Input/Output Wherever You
Want It
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Str
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Str
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Library Management
Article Meta Data ManagementAttention, Tagging & Bookmarking
Content Repository
User & Group ManagementRoles and Access Controls
SearchIndex of repository
Sharing, Commenting & Collaboration
Channel Creation Mash ups and filters
Subscription Managment & Routing
Analytics and Reporting
Agg
rega
tion: S
ched
ule
d d
ata
retr
ieva
l an
d
conte
nt
norm
aliz
atio
n
Syndicatio
n: M
anaged
, organ
ized an
d
standard
ized o
utp
ut
API for custom integration
System Connectors
Email to RSS Publishing
Attensa Publishing
External Internet Feeds
Internal Feeds
API for custom integration
Mobile proxy and delivery
Portlets: JSR-168 & Web Part
Email Digest & Alert
Desktop Alert
AJAX Web User Interface
Input Output
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RSS Reader
Widget
Desktop Notification
Outlook
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Remember...
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Str
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If Your E2.0 Efforts are Stalled or Just Getting Started, Get in Touch and Let’s Integrate before IT Disintegrates
Dan KeldsenPrincipal, Information [email protected]@dankeldsen
www.InformationArchitected.com