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Technology, Design, and Innovation strategist at the Office of the CEO, SAP,  focusing on technology and architecture strategy and strategic operational, product, and management innovation.  Adjunct faculty at Santa Clara University and San Jose State University with the department of computer engineering teaching graduate classes.  Frequent speaker at conferences, special events, Chirag blogs at Cloud Computing.

One response to “Social CRM Is Only The First Half Of A Social Enterprise”

  1. Rob

    Chirag – What you describe above is part of the concept of Agile Enterprise rather than ‘social enterprise’ as the concepts are Agile in nature which encompasses the social collaboration aspect.

    Enabling the ‘Agile Enterprise’ is the emerging use and acceptance of ‘Enterprise 2.0’ [e20] tools that are being built on the backbone of existing Social Media / Web 2.0 / CRM, etc. tools. These tools facilitate the tenets of an Agile Enterprise by flattening the enterprise and making transformation, innovation, communication, collaboration, and increased productivity available to all levels of the organization – hence Agile Enterprise or “AgEnt” for change…

    The Agile Enterprise [AgEnt] strives to make change a routine part of organizational life to reduce or eliminate the trauma that paralyzes many businesses attempting to adapt to new markets and environments. Because change is perpetual, the agile enterprise is able to nimbly adjust to and take advantage of emerging opportunities. An agile enterprise views itself as an integral component of a larger system whose activities produce a ripple effect of change both within the enterprise itself and the broader ecosystem.

    Although efforts around Agile Enterprise are typically sponsored and guided from within the C-level of an organization no one person is in control of an agile enterprise. Individuals function autonomously, constantly interacting with each other to define the work that needs to be done. Roles and responsibilities are not predetermined but rather emerge from individuals’ self-organizing activities and are constantly in flux. Similarly, projects are generated everywhere in the enterprise, sometimes even from outside affiliates, partners, or customers. Decisions are made collaboratively, on the spot, and on the fly. Because of this, knowledge, power, and intelligence are spread through the enterprise, making it uniquely capable of quickly recovering and adapting to the loss of any key enterprise component.