"So teams move among structured and social activities as they work on a project," Koplowitz said. But it's usually necessary to do structured tracking of deliverables and deadlines. In most projects, leaders must sketch a blueprint and assign tasks to team members, and some of those tasks may be very social in nature, like collaborating on a presentation to the board of directors.
"Now people are turning around and saying: 'Hey, a bit of structure isn't a bad thing," Koplowitz said. Vendors promise improved productivity via Facebook- and Twitter-like capabilities adapted for workplaces, arguing with increasing success that email is overused and inefficient for many tasks that their products are better suited for.Ĭonsequently, more and more CIOs get persuaded every day that their employees will work better together with ESN suites that let them set up profiles, microblog, share files, co-edit documents, participate in discussion forums, launch wikis and comment on and rate corporate content.īut when ESN software first emerged and started gaining traction in enterprises, many vendors rejected the idea of including in their suites an application to identify and structure project tasks, saying that such a component would introduce complexity and dilute the core value of ESN: facilitating free form, ad hoc collaboration. It's an emerging category," said Rob Koplowitz, a Forrester Research analyst.ĮSN products have hogged the collaboration market spotlight for the past eight years.
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