Enterprise IT Must Change to Deal with Social Technologies – Facebook Growth Reflects New Era in Enterprise Systems
According to a new report published by AIIM and written by noted author Geoffrey Moore (Dealing with Darwin, Crossing the Chasm, Inside the Tornado, The Gorilla Game and Living on the Fault Line), organizations must redefine how they think about control and governance in order to deal with social technologies. Systems of Engagement and the Future of Enterprise IT looks closely at the challenge of managing information systems that are much more distributed, informal, and ubiquitous than anything that has been known previously. Systems of Engagement and the Future of Enterprise IT is available at this link – http://www.aiim.org/futurehistory.
“What is transpiring is momentous, nothing less than the planet wiring itself a new nervous system, notes report author Geoffrey Moore. “If your organization is not linked into this nervous system, you will be hard pressed to participate in the planet’s future. To be more specific, amidst the texting and Twittering and Facebooking of a generation of digital natives, the fundamentals of next-generation communication and collaboration are being worked out. For them, it is clear, there is no going back. So at minimum, if you expect these folks to be your customers, your employees, and your citizens (and, frankly, where else could you look?), then you need to apply THEIR expectations to the next generation of enterprise IT systems. But of far more immediate importance is how much productivity gains businesses and governments are leaving on the table by not following the next generation’s lead.”
According to AIIM President John F. Mancini, “The recent estimates of Facebook’s user base – now over 600 million worldwide – put an exclamation point around the conclusions in Systems of Engagement and the Future of Enterprise IT. The challenge of deploying social technology to the enterprise is not something that is in the future or on the horizon – it’s here today.
Organizations need to get moving with social and collaborative systems – but they need to do so conscious of two imperatives – 1) How do I do so responsibly? and 2) How do I do so in a way that integrates with my core business processes?”
Organizations need to think through three key sets of questions related to the incorporation of social technologies in the workplace:
1. How do our concepts of control and governance need to change to deal with the new world of systems of engagement?
2. How will the core value chains within our organizations — innovating, designing, procuring, marketing, selling, servicing, and governing — be impacted by social business systems?
3. In a world of tight resources, how do we pay for these new systems and still support our legacy systems?
Systems of Engagement and the Future of Enterprise IT is available at this link – http://www.aiim.org/futurehistory.
About AIIM
AIIM (http://www.aiim.org) is the community that provides education, research, and best practices to help organizations find, control, and optimize their information. For over 60 years, AIIM has been the leading non-profit organization focused on helping users to understand the challenges associated with managing documents, content, records, and business processes. The AIIM community includes over 65,000 users and professionals. Contact: John Mancini at johnmancini@aiim.org.
Beginning with microfilm, followed by electronic images, and then with electronic documents, AIIM has helped organizations capture, manage, store, find, deliver, and preserve critical business information. Collectively, the community AIIM represents has developed and evolved standards and guidelines, checklists and templates, and best practices to address governance, classification, compliance, technology, and security issues associated with managing in each of these stages in the evolution of business information.
About TCG Advisors
TCG Advisors (http://www.tcg-advisors.com) is a consulting firm specializing in a set of challenges common to technology companies and technology-related sectors, where rapid changes in market dynamics force frequent adjustments in corporate strategy. The recurrent demon here is inertia on the old vector, the recurrent frustration inability to get traction on the new one. Its practice is devoted to meeting this challenge.