Larry Dignan at ZDNet nails it in describing the looming 'social sprawl' in A Few Caveats Ahead of Utopia, his take on Dreamforce 2011:
"Every software vendor has some social hook. Let’s say every IT buyer goes whole hog with the social stuff. Well guess what? Now you have HR social features. CRM social. Business execution social. It’s a social fest. Meanwhile, employees are still using Twitter and Facebook. If social sprawl isn’t an issue today, it will be tomorrow. This emerging issue can go two ways for Salesforce. IT buyers can see Salesforce as the great social enterprise consolidator. Or they can close their ears. At this point, it may just be a jump ball."
He's right about the emerging issue of social sprawl. But I think it has a different resolution. It's not a jump ball between Salesforce Chatter and an alternative of a cacophany of voices. There's a rapidly emerging alternative - a process-based paradigm. And the best example may be the convergence of Tibbr with Nimbus Control, which analysts seem to have underplayed in commentary on Tibco's acquisition of Nimbus Partners.
Diversity in our interactions online is natural, just like in the everyday physical world: as Tom Cortese has argued, focussed and niche social networks will always have a place. But the collaboration and dialog that is at at the core of the social enterprise needs structure if it is going to be purposeful. Especially because, while we may kid ourselves otherwise, the evidence is that actually we're not very good at multi-tasking.
So what's the context and framework most likely to encourage effective collaboration in the social enterprise? It has to be the processes of the business. What else is the social enterprise seeking to continually improve and optimize? Ergo a business process management platform sits at the heart of social enterprise.
After seeing his social baptism ceremony last week, I'm coming over all funny. So, to channel the extraordinary Marc Benioff for a moment: Beware The False BPM Platform!
Is there a single integrated process architecture for the enterprise, with clear line of sight between strategy and operations? Is there visibility of end-to-end processes, not just what's automated, and across outsourced activities too - and all in the language of the business, not IT-speak?
No? Then it's a false BPM platform!
Are real-time performance metrics, business controls, compliance and quality, integrated with the end-to-end processes to create the operating system for the enterprise? Does it ensure that Lean and Six Sigma projects are delivering sustainable benefits?
No? Then it's a false BPM platform!
Does it help people get real work done? Is it deployed to every desktop and mobile device as a personalised intelligent operations manual? Is it easy for every person and process stakeholder - including especially the IT community - to collaborate every day on operational excellence?
No - then it's a false BPM platform!
Here endeth the diatribe. ;-)
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