Tag Archives: Enterprise 2.0

Google + for Enterprise collaboration?

The other day Google announced that they’ll now be allowing users with Google apps accounts to use Google+ from within their existing Google Apps account.  Previously users who used Google + from within their Google Apps account meaning that they needed to log out and log back in if they wanted to use Google+

For Enterprises this can add another layer of complexity and concern.  Users using Google apps within an organisation can create a Google + account which is then visible to anyone on the web.  Posts can, of course, be sent to private circles or public circles.  Or both. 


As an organisation, you also need to consider regulations that might apply in your country such as the Children’s internet protection Act or the Childrens Act and look at the other considerations for Google apps administrators.


I’m not sure about maintaining wholly private circles.  I’ve inadvertently posted to my Public circle instead of my friends and acquaintances.  I’ve also forgotten to check the circles I post to on every software update.  But I’m not alone.  It’s easy to do.  Steve Yegge discovered when he complained about how “Google didn’t get platforms” on Google +long memo which was supposed to be internal, was posted onto the wrong circle and reposted. 

How would you feel if your corporate data was reposted by accident?  Enterprise companies need procedures in place to carry out audit trails, secure confidential information and make sure that inappropriate messages aren’t forwarded outside the company.

How secure would you feel about implementing Google + for internal circles and Hangouts?

…and how would the compliance team respond to your plans?

Eileen is a social business strategist and author of Working The Crowd: Social Media Marketing for Business. Contact her to find out how she can help your business extend its reach.


Your boss: Is it personal?

For all of those Microsoftees working hard on their commitments for FY11, there are some interesting insights and arguments for introducing social behavioural analysis into the enterprise.  I often hear people wondering whether the end of year rating system is totally fair and if managers personal opinions haven’t had something to do with the score.  This statement might ring true for a few people working in large companies or who have little or no interaction with their manager.  Sameer notes:

If you’ve moved up the ladder at work, you’re aware of 2 things:

1) Manager/Skip Level/ Peer Performance reviews drive progression BUT

2) Soft Metrics (i.e. how your boss and peers generally feel about you) often trump hard documented goals.

Sameers blog post goes on to discuss how the adoption of behavioural targeting can change the way that employees behave.  Often employees who are on difficult to achieve targets will be reluctant to work on anything that doesn’t directly influence their objectives and are focused entirely on themselves or their immediate team.  They are reluctant to collaborate with others as it will impact their performance and ultimately their end of year result.  Unfortunately this isn’t a good idea if you want to have an agile company with everyone in tune about what’s going on and how they can help the company perform better.

When an email is distributed from the execs, the likelihood is that over 90% of the readers of the mail do not do anything about it.  The same is true for social conversations.  Look at your Twitter followers for example and see how many of them actually interact with you.  But this exec memo was written for a reason, and it probably needs an action. 

How valuable to the company are the employees that ignore the email?  And how valuable are those that actively contributes.  Sameer says:

Employees now can become crucial information brokers for these communications and social analytics gives exec comms a good idea of which pockets of influence to tap into to spread specific messages.



If organisations had social analysis tools, like this one by SocialCast, then the valuable interaction and collaboration between your colleagues and peers can be evaluated and their importance to the company as a whole.  Active participants can be rewarded, whilst the lurkers in the organisation can be coached in the best ways to collaborate.

And at the end of the year, if you’ve been collaborating and contributing to your internal network, sharing knowledge inside the company, then there will be statistics to demonstrate your worth to the organisation and the personal opinion of your manager will hardly matter at all.

The new way of working?  I think so. 🙂

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