Call for Papers

Below is the call for papers for the upcoming Cutter IT Journal issue Measuring the Success of Social Networks in the Enterprise, guest edited by David Coleman.

Measuring the Success of Social Networks in the Enterprise

In "Unlocking the Organizational Potential of Social Networking" (Cutter Benchmark Review, April 2009) guest author Mary J. Cullan and I provided our insight and analysis on enterprise use of social networks. What we found was a clear trend for the adoption of social networks in the enterprise, often sparked by consumer use and the movement of Gen Y into the workplace. But how do we know if any of these social/collaboration technologies are working? And because many of the effects of collaboration are indirect and intangible, what do you measure?

The best analogy I have found is that of an astronomer looking for a black hole. Since black holes absorb light (very high gravity) the astronomer can't see them directly, but he can detect the effect the black hole has on other astronomical objects around it, and by inference can determine the relative size of the black hole, roughly where it is, how quickly it is growing and if it will have any impact on the astronomer.

If we look at the value gleaned from collaboration or social technologies as the "black hole", the question is then what do we measure to determine its effects? How fast is it growing? Is ROI the best metric for measuring social benefits? Are there other metrics like cycle time, employee satisfaction, or turnover rates that can be correlated to collaboration or social technologies? If your social network includes your customers, how does it help them to become more of a partner? How do these technologies help with the organizational transparency being demanded by today's customers (and regulatory agencies)?

I am currently working on mapping collaboration and social tools to supply chain processes and procedures, but have found that there is a complete breakdown between different groups in the supply chain. Marketing does not talk to operations, and sales management does not talk with the manufacturing supply line, etc. Everyone is in their own information, and sometimes collaboration, silo.

How will social technologies make this better in the enterprise? Are there other processes like new product development or crisis management that can also benefit from these collaboration and social networking technologies? If so, what do you use as the "before" measure, and how long until you see an effect? If there is a positive effect how do you tie it to a dollar amount?

For example, you are Acme Manufacturing (i.e. Roadrunner, beep, beep) and you are developing a new product. The normal product development life cycle is nine months, but with the application of social technologies you are able to get the current widget to market in six months. How much more did you make by getting to market three months early? How much did you save? What percentage of the value can be attributed to the application of social technologies? What metrics are seriously considered by today's CFO who is under enormous financial pressures from our poor economic climate? How were you (and your social or collaboration project) able to thrive in a down economy when other people in the same enterprise were being laid off?

I believe you need to look at people, processes and technology metrics to get a holistic or complete picture of the effects of social technologies because unlike a database where it is just you interacting with structured data, social technologies require you to interact with other people. If those interactions start to change (or appear or disappear) because of these new technologies, they can ultimately change the structure of your organization. So the metrics for the use and outcomes of social technologies do not only come from IT or the LOB (line of business) but also from HR/OD and even from such cost sinks as training and support. What information is critical to determine not only if you are having a positive effect on the organization, and in alignment with its goals and initiatives, but to determine if you even want to continue in the same direction?

I challenge you as thinkers, authors and practitioners to help us untangle this Gordian Knot of social technologies, interpersonal behaviors and critical business processes, so that we can get to the heart of these issues and provide some valuable insight to our colleagues.

The October 2009 Cutter IT Journal invites useful debate and analyses of the new metrics being used by organizations to make critical decisions around social and collaboration technologies, what trends they see and what can we expect in the future.

TOPICS OF INTEREST MAY INCLUDE (but are certainly not limited to) the following:

  • What measures should organizations use to determine the value of collaboration or social technologies? Are these short or long term metrics? How are they best presented to a management committee to get budget and resources for future work?
  • How critical are social and collaboration technologies to the enterprise today? As companies go more and more "global" and processes increase in complexity, does that require more or less interaction with colleagues or customers, and if so when is the appropriate time?
  • How do these social and collaboration technologies effect current corporate policies on security or compliance with regulatory requirements? How do these technologies fit with current "green" initiatives? How do they align with ever shifting corporate goals?
  • What is the role of change management in this process? What mental models are we holding onto that may need to change (face-to-face meetings are best, it is better to secure than share content, etc.)? As a stakeholder, how does your understanding of the work system affect the ongoing evolution of critical processes in your organization?
  • How are collaboration and social technologies tied to innovation, or are they? Is the level or rate of innovation in an enterprise one of the new metrics? Are mapping technologies like SNA (social network analysis) good ways to visualize how the organization is changing? Do we need technologies like VNA (value network mapping) to show how value is given or received throughout the supply chain to best determine where change should occur?
  • It is my understanding that the Chinese character for danger and opportunity are one in the same. In today's "dangerous" economic environment, what opportunities are being created, and how do they tie in with collaboration or social technologies?

As Machiavelli said, "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things." (The Prince, 1532)

TO SUBMIT AN ARTICLE IDEA

Please respond to David Coleman at davidc[at]collaborate[dot]com with a copy to itjournal[at]cutter[dot]com, no later than 10 July and include an extended abstract and a short article outline showing major discussion points.

ARTICLE DEADLINE

Articles are due on 21 August 2009.

EDITORIAL GUIDELINES

Most Cutter IT Journal articles are approximately 2,500-3,500 words long, plus whatever graphics are appropriate. If you have any other questions, please do not hesitate to contact CITJ's Group Publisher, Christine Generali at cgenerali[at]cutter[dot]com or the Guest Editor, David Coleman at davidc[at]collaborage[dot]com. Editorial guidelines are available

AUDIENCE

Typical readers of Cutter IT Journal range from CIOs and vice presidents of software organizations to IT managers, directors, project leaders, and very senior technical staff. Most work in fairly large organizations: Fortune 500 IT shops, large computer vendors (IBM, HP, etc.), and government agencies. 48% of our readership is outside of the US (15% from Canada, 14% Europe, 5% Australia/NZ, 14% elsewhere). Please avoid introductory-level, tutorial coverage of a topic. Assume you're writing for someone who has been in the industry for 10 to 20 years, is very busy, and very impatient. Assume he or she will be asking, "What's the point? What do I do with this information?" Apply the "So what?" test to everything you write.

PROMOTIONAL OPPORTUNITIES

We are pleased to offer Journal authors a year's complimentary subscription and 10 copies of the issue in which they are published. In addition, we occasionally pull excerpts, along with the author's bio, to include in our weekly Cutter Edge e-mail bulletin, which reaches another 8,000 readers. We'd also be pleased to quote you, or passages from your article, in Cutter press releases. If you plan to be speaking at industry conferences, we can arrange to make copies of your article or the entire issue available for attendees of those speaking engagements -- furthering your own promotional efforts.

ABOUT CUTTER IT JOURNAL

No other journal brings together so many cutting-edge thinkers, and lets them speak so bluntly and frankly. We strive to maintain the Journal's reputation as the "Harvard Business Review of IT." Our goal is to present well-grounded opinion (based on real, accountable experiences), research, and animated debate about each topic the Journal explores.

FEEL FREE TO FORWARD THIS CALL FOR PAPERS TO ANYONE WHO MIGHT HAVE AN APPROPRIATE SUBMISSION.

Measuring the Success of Social Networks in the Enterprise