Here’s where we got the numbers. http://www.orangetrail.com/jive-finds-staggering-results-from-use-of-internal-social-media/

Kind regards,
Jaap

I’m currently writing my thesis on enterprise social media and would like to be able to use some of the things you’re saying. I can’t however do that without a proper source.

A great idea to video the workshop. And very 2.0

We’ve considered this. Here are the reasons we chose not to video the sessions:
- There are often conversations amongst participants that would not happen if they knew all would go out on the web. Editing these bits out would not make a very comprehensive film.
- A key note is easy to film. If you have a lively workshop you’ll need multiple camera’s, people operating them, and spend significant time putting it all together. Not our core business

We do see the value of having something online though, and we’re thinking of the best way to do so.

We will be hosting these workshops in the future, maybe you can make it then? We’ll release dates shortly.

We also do on premise / company workshops. Feel free to contact us on that if your interested.

Mvg,

Tim Ruijters

http://www.ted.com/talks/lang/eng/christopher_m00t_poole_the_case_for_anonymity_online.html

Thank you for your comment.

I think you are right where you speak about security issues. These discussions will mostly be out on the web (at least I hope there isn’t any risk of arson attacks within companies). We focus only on the enterprise social media. Maybe we could have been more clear on that!?

Your points in the second paragraph are also very valid. I think we also state that an exception to use anonymous posting can be made to surface problems, but that general use of ESM should be constructive and future oriented. If the culture in an organisation is rotten, one should’t look at ESM to fix it, but address the real issue and fix the culture. The bias you describe is also a valid argument, but we haven’t encounter situation where this bias is so influential that it influences the success of the project.

Even when dealing with less contentious, internal, issues, there is an advantage of soliciting anonymous comments in the initial stages: when you are collecting people’s issues and needs to define the problem that needs to be solved. Otherwise, you only end up discussing the issues that the boss wants. Then towards the end you need anonymous but verified voting, to find out where the consensus lies. In both situations, the well-known bias to conformity with higher status peoples can distort the results. In between the team that explores the problem and identifies multiple solution will involve identified creative individuals, not anonymous masses.

In the emerging state of capitalism, multi-way collaboration is key to swiftly generating differentiating value and visibility and thus increasing ROA.
That happens when companies have permeable, meaningfully filtered, outside/inside systems (like the best crowdsourcing engines of innovation) to co-create innovation.

All stakeholders have easy, inviting ways to efficiently find, share and respond. Those companies (and government groups and not-for-profits) will become more nimble and swift in offering what customers want, the way they want it, with timely involvement of related vendors, distributors and sometimes even competitors. Ecosystems supported by the enterprise can thus pull innovation from the edges, as John Hagel and John Seeley Brown have discovered.