The e2.0 line represents social software for the enterprise
(via Social business holds steady gap behind consumer social media | ZDNet)
Decision management tools get social for greater collaboration. In the latest release of its rules-based decision management software, Operational Decision Management, IBM provides a social interface showing who has made what changes in the business rules and events that form the core of a decision tree. Via Decision Management Solutions
Enterprises must collaborate and get social now (or pay later)
It’s no secret that enterprise collaboration is on the rise: Research firm Gartner predicts that by 2015, 40 percent of large businesses will have the equivalent of a corporate Facebook network. 
Author Jacob Morgan says collaboration helps us solve many of the problems that organizations are faced with today such as work-life balance issues, content duplication, disengaged employees, living in email, organizational alignment, innovation and many other things. Via Computerworld
Can social tools create social silos?
By embedding social tools into common enterprise applications (such as CMS and ERP), you bring the social enterprise to workers where they work. However, since not everyone in a multi-disciplinary team uses the same applications to get their work done, this can contribute to the creation of social silos rather than avoidance of them. Most social enterprise tools have APIs or other building blocks to create a social layer that binds applications and company together into an agile and collaborative enterprise. Via CMS Wire.
What departments are responsible for sponsoring Enterprise 2.0 efforts in the collaborative organization? Business leaders drive and manage social business for collaboration, while the IT pro’s manage integration and security.
Companies have bought in to social media and online community to the extent that they think it’s important and have put some resources into funding community management positions and tools to enable community. But there is still a lot of uncertainty about what to expect of both the roles and the tools. This framework can guide organizations in developing community management capabilities. Via The Community Roundtable’s Community Maturity Model
“Rather than following a process, I follow a cloud of activities”
The Social Business Train Has Left the Station. Knowledge work is becoming more fluid and unpredictable, with little structure and repeatability. Add to this that knowledge work is becoming increasingly interdependent; completing a task often requires many interactions with information entities from different sources as well as with people from different locations, organizations and time zones. Via Siohan Fagan in CMS Wire.
Enterprise social software shifts from information sharing to getting work done
Coordinating tasks, or tracking open issues related to a project, is one of the most fundamental forms of collaboration and is the focus of many Web applications and portal platforms. Despite the ferment of concepts for integrating social software concepts into those processes, there is so far no consensus of what that should look like—not the way there is with the general social software environments that are all loosely modeled on Facebook. Via The Brainyard
Enterprise social networks will evolve organically - The CIO Report - WSJ
Organizations have a wide variety of choices for social network software to foster collaboration, innovation, greater market share and higher margins. Actual success stories are harder to come by, and when they do, often take place almost organically, without a big technology push. But they often occur thanks to a shared service deployment led or supported by technology executives.
“Facing a social crisis isn’t a question of if — it’s a matter of when. Companies are best prepared to deal with crises when they can rapidly identify emerging issues, coordinate internally on response, and communicate externally in a direct and conversational tone. While most organizations have established crisis response plans in place within the corporate communications or public affairs team, today’s challenge is being able to make sense of big data to identify emerging conversational hot spots.”
