A Full Range of Reasons why to Adopt Microblogging for the Enterprise
I just came by an interesting piece of my master thesis which I should share with you. I wanted to identify important use cases for microblogging but discovered that there is a really broad spectrum of different scenarios. Therefore, I tried to order these thoughts towards the different viewpoints of ‘microblogging stakeholders’. If you look at your employees such things like company culture, motivation or social awareness could be important, while your process manager most probably is thrilled because of the documenting and tracking possibilities. This resulted in the following usage pyramid.
I chose the form of a pyramid as the basic levels seem to provide a very good argumentation for microblogging in terms of hard facts and ROI, while the benefits on the top are more ‘soft’ and hard to quantify. However, they are useful and in my view the full spectrum is exactly what makes microblogging so powerful.
Tags: microblogging, use cases
August 23rd, 2009 at 17:23
Hi Martin,
i just read this very interesting article. What is your opinion about introducing an microblogging tool in an common “non-2.0″ enterprise? Will there be a demand for trainings and courses for the employees? Maybe for best practices and initial rules (e.g. how to structure knowledge and what kind of information is adequate for an microblogging tool - coparable with introducing an enterprise wiki).
Or should there be the freedom for self-development and self-organisation for the users, according to the guideline “As much guidance as necessary, as little as possible”?
Best Regards,
Sebastian
August 24th, 2009 at 07:08
Hi Sebastian
Well, in my opinion it is a bad sign for microblogging adoption in an enterprise if users ask for training or rules. Ok, the functional approach could be new to most of them (but is very easy). Mostly it will be the approach to just share information with others on a volontary basis what is uncommon for them. It might be hard to teach them.
However, I saw several cases where especially microblogging helped to introduce a “2.0″ culture in a company. You need a few people (including executives) who are “2.0″ and use the tool. Others will learn from them and soon start to “tweet” their information as they also want to show what they do and can. I am pretty sure that a postive kind of “egoism” is the driver behind all “2.0″ stuff. So the most important thing in adoption is to make sure that performance gets awarded in some way (executives are on the platform; participation points like in SAP SDN; corporate culture of “sharing is good”; …).
Best
Martin