Unlike other open-source platforms, Alfresco offers its clients a solid understanding of real-world business processes and functions. Unlike other proprietary ECM systems, Alfresco is far more open to change and specialization at a much more affordable cost. Clients are encouraged to give feedback; developers are encouraged to submit new changes and improvements. The list of modules that Alfresco offers is comprehensive. They include:

• Document Management

• Records Management

• Web Content Management

• Enterprise Collaboration

• Open Source Platform Development

The software has garnered multiple awards and prestigious listings in tech coverage, including a listing as one of the most likely “10 Challengers to Microsoft.” Alfresco also lists a broad array of international clients in industries as diverse as government, manufacturing and broadcasting. With clients in Australia, the Netherlands, Italy, the U.K. and U.S. among others, Alfresco has a truly global perspective on what practices work best for building a functional business web platform. The range of both public and private sector applications makes the software particularly useful for virtually any organization regardless of how it conceives of its relationship to the public or its customers.

In effect, Alfresco offers clients access not only to an excellent ECM but also to an international community of innovation and progress. This software is invested with passion and a solid back-end of technical expertise. Alfresco is designed by people who are truly intrigued by the intersection of business and online development, and have no intentions of letting their previous accomplishments eclipse their future success.

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There are several tools currently on the market designed for document management, including the “best business entity data” management services from Avox. However, each of these tools is often as limited by what vendors are capable of providing as it is by the actual needs of the organization buying the tool. In recent years, vendors like OPIN have been working with organizations to try and develop software that is based on “document management best practices” that are also specific to a particular organization. This custom designed software is an intuitive blend of industry-wide standards and company-specific policies.

When an organization attempts to evaluate document management tools, it should consider the need to both identify business processes while determining the best delivery model. In other words, a document management system that works for an export company may not work as well for a manufacturing company because of the specific way employees interact with the software. An export company may need several remote entry points in order to accommodate a sprawling syndicate of offices; a manufacturing company may have one principal warehouse, making the multiple-point delivery model cumbersome and inefficient. Companies should also make sure that their systems are designed to handle certain primary document types. Documents developed in the Microsoft Suite are ubiquitous, but what about documents developed in a specialized accounting suite particular to a manufacturing company? The document management tool will need to be able to accept multiple types of documents and create consistent filing systems that make sense to the system’s users.

In many senses, an organization that does not understand what types of documents it receives and generates on a regular basis will not be able to choose a fitting document management system. There is no way an outside vendor can design a suitable management system without specific information about how the company works. Organizations must be prepared to spend time detailing their processes in order to receive the greatest benefit from document management tools.

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In many ways, social media has become an amalgam of what used to be the customer service and the public relations departments. A company that uses social media in a savvy way can not only project a positive image about their organization but also rapidly disseminate information about its products and services. The trick is not to become “sales-y” or overly aggressive with either responses to queries or with postings/links. An organization should establish a particular tone or image and then maintain that image in each individual social media interaction.

Generally, each organization that engages with social media on a regular basis designs an in-house manual or guide that incorporates certain basic principles. One of these basic principles of social media interaction is that organizations should always pay attention to the so-called “culture” of the social media environment when designing their guides. Overt formality tends to be a turn-off on social media sites like Twitter or Facebook; however, overly informal content may be perceived as “trying too hard” or simply unprofessional. The best tactic is to become a genuine member of the community by relating with frequent posters or users of the media. A natural tone and rhythm will subsequently emerge.

Those organizations that are attempting to develop a relationship with the public sector through Web 2.0 or Government 2.0 have a more solid set of guidelines to follow. These guidelines have been developed to aid in the transmission of information from official government departments to citizens. The tone, format and in some cases frequency of postings, wikis and/or imagery has already been determined.

Whatever specific policy an organization chooses to use, maintaining a consistent approach will help the organization to foster meaningful ties with the online community. These ties can help bolster sales, increase participation or simply aid the public perception of the organization. “eEtiquette” is definitely a worthwhile investment.

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Part of the government’s impetus for adopting Web 2.0 has to do with its exploration of the collaborative potential of social networking sites. Social networking sites allow governments to both motivate their in-house personnel and connect effortlessly with the public. This has made it exceptionally easy for government departments to poll the public on upcoming policy initiatives or simply advise them of a change in legislation. Workers within the government love social networking sites because they allow them to quickly share information on arcane topics. The design of the social networks also makes it easy to keep track of different ideas in all sorts of different media formats.

In other words, Web 2.0 acts as a highly cost-effective facilitator for greater and more effective collaboration within the government. In order to take full advantage of this, the government is actively seeking developers who can provide data storage and management systems that help to augment the climate of collaboration and innovation on the Internet. The development of government specific tools that provide the functionality of commercial social networking sites such as Facebook or YouTube is especially in demand.

Canada’s Web 2.0 initiative can be viewed as the new social infrastructure for the 21^st century. Instead of investing millions of dollars it doesn’t have in the creation of brick and mortar information centers, the government is spending far less money on the development of digital infrastructure. By adhering to certain guidelines, the government is creating a public space that is accessible to all while remaining highly informative and adaptable to the ever-changing nature of collaboration itself. Web 2.0 offers the public unprecedented access to their government officials while offering the technology sector the unprecedented opportunity of helping to construct the future of an entire nation, if not the world.

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Drupal Icon

Aside from having a phonetically intriguing name, the content management system Drupal also has a dedicated core of programmers who work tirelessly to extend and improve its functionality. A slightly more sophisticated CMS than a blogging-oriented system like WordPress, Drupal’s main benefit is that it is very open to incorporating different “modules.” To use an analogy, this means that Drupal’s solid programming trunk has countless equally solid module branches. Each branch only helps to enhance the overall fitness and scope of the CMS. New modules sprout practically every day from around the globe. Drupal also offers what is known as a Taxonomy feature, which enables administrators to set highly specific and nuanced categories for different forms of content. These types of features make it easy to remake websites as needed without having to spend enormous amounts of money reinvesting in infrastructural costs.

This flexibility and rigorous international support structure means that Drupal is the preferred CMS for major websites such as The White House and international finance magazine “The Economist.” It is free to install, although training sessions are recommended for those who intend to use the CMS to build sites. Some companies make their living by providing employees or engineers who are specifically trained in Drupal in order to build commercial or public sector sites. However, as an open-source platform Drupal is not “restricted.” Anyone who has a genuine interest in using the CMS may do so, with the caveat that it may take them some time to learn their way around the system.

Drupal’s goals in 2012 include creating a more stable version of “Drupal 8” in order to increase the amount of users globally. In order to facilitate this goal, the programmers who are actively working on this version of the CMS are attempting to create a slightly more organized forum where programmers and users can comment on problems or breakthroughs they have made with the CMS. This forum would also stage more regular meetings with top Drupal operators in an effort to spot problems, share solutions and generally craft an increasingly powerful and ubiquitous CMS.

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Some of the most popular content management systems include WordPress, Drupal and Joomla. Each CMS varies in terms of the complexity of its functionality and its accompanying learning curve, although in each case the CMS considerably shortens the amount of time and effort involved in creating a professional website. A CMS like WordPress, for example, makes it easy to assemble a website that is primarily geared toward displaying content. Although it is not impossible to link an eCommerce site with a WordPress driven site, a large commercial entity that already does business online may prefer to use a CMS like Drupal or Joomla. These systems are designed to help support and launch a larger and more complex site. Also, WordPress does not require a background in programming, whereas Drupal or Joomla are better suited to an operator who has some experience with coding or application development.

A CMS is of enormous benefit to both the public and the private sector because it helps entrepreneurs and other organizations quickly compile a professional interface without requiring them to attain a degree in computer programming. The CMS makes it easy to edit, alter or delete the content as well as the overall layout of the website. More importantly for cash-strapped public and private sector organizations, the vast majority of these systems are highly cost-effective. If they are not free, the licensing fee to use the systems is minimal. All the entrepreneurs have to do is determine what content or functionality they want on their website and then find the appropriate CMS. They can usually download the system directly onto their computer within a few minutes or have it installed within an hour.

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Facebook logo

Up until recently, the idea of encouraging employees to spend time on Facebook or other social media sites was ludicrous. Most managers viewed it as an enormous waste of time. The increasing incorporation of social media in public service websites has therefore been something of a surprise to stodgy managers and a welcome addition by technology advocates. It turns out social media isn’t a timewaster; it’s a place where people from all walks of life can communicate openly.

In the UK, the Westminster City Council currently integrates Facebook, Twitter and YouTube into its public website in an attempt to get out information about its policies. The results are an increasingly informed and engaged public, as well as an energized workforce. Employees find it easier to share documents or updates through the rapid and relatively seamless social media software interface. A video posted on YouTube can be shared within seconds, as opposed to a video buried in an obscure portion of a public sector website.

Naturally, the use of social media does have some potential risks. Sensitive information can more easily be leaked across a wide network in an incredibly rapid period of time. Also, government employees can occasionally present an image that is not in keeping with the desired conduct of a civil servant. To combat these potential problems, many governments have issued or are in the process of issuing official online protocol guidelines. These guidelines help employees choose what they post and how they interact with other social media users.

The benefits of integrated social media ultimately outweigh the risks. A more enthusiastic public makes it easier for committed civil servants to enact policies and help implement projects. By improving community ties, the public sector establishes itself as a trusted figure among local constituents. This trust helps the organization more effectively and efficiently realize its policy goals.

By implementing policies to manage risks and encourage fuller communication, public service websites can save themselves enormous amounts of money and time by integrating social media.

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Apple Computer is frequently used as an example of a company that mastered the art of innovation. They released their products slightly ahead of obvious consumer demand, although once the product was released it quickly became indispensable. They capitalized on the market and beat out competitors by incorporating exceptional design and a dedication to quality. However, the underlying success of Apple is the fact that it was always able to anticipate what consumers would want slightly before the consumers themselves realized it.

Social media has come to play an increasingly large role in influencing innovation. In the past, companies had to perform hours of market research on small groups in physical rooms. Now, social media allows companies to quickly sample the public’s perception of a particular product or service without leaving their HQ. From Twitter to Facebook to YouTube, the public conversation is easily viewable and can be quickly condensed using customized social media monitoring software.

To stay on top of innovation, organizations must not be afraid to actively involve their target audience in leading discussions. They must also be prepared to venture into unknown territory. A company or organization that plays it exactly by the book isn’t being innovative; they’re being conformist. Innovation relies on a certain element of risk-taking and gumption. Organizations should first make a list of the specific problems they wish to solve. By being very specific, solutions will soon present themselves.

Indirect answers or guidelines can also be found through social media. The target audience may have certain ideas about a particular service or product. In the public sector, for example, a proposed public transportation route may not be the most efficient in meeting the needs of the populace. A more efficient route can be determined through online polling or even forums in a matter of hours. Social media provides a highly adaptable and efficient method of beating out competitors and providing people with what they need.

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One of the most advantageous parts of social media in regard to its ability to foster innovation is the fact that online, traditional organizational hierarchies vanish. People feel free to contribute ideas across a wide spectrum of departments, disciplines and authority levels. The focus is placed on the idea itself, not on the ranking of the contributor. This freer association makes it easy to create truly original solutions.

Social media also helps companies create a fuller view of a problem. Because employees feel free to complain, joke and otherwise honestly state their outlook, a problem is no longer conceived of purely in administrative terms. While this can sometimes be annoying, frequently it can help shed light on a solution that would have otherwise been overlooked. However, social media makes it easy to monitor a discussion without having to become embroiled in a particular viewpoint or topic. This allows ideas that have merit to rise to the top, and digressive conversations to fall by the wayside.

Finally, social media opens up the doors to the public without overwhelming the ability of the organization to process requests or suggestions. Public projects benefit from community input. In the past, it was a challenge to keep track of everyone’s opinions and suggestions. Social media makes it easy to quickly visit different discussions and topics by a virtually unlimited number of contributors. From public works projects to proposed new policies to budgetary concerns, social media acts as an excellent forum for the free and passionate exchange of ideas. That’s shorthand for innovation.

How does social media help the public sector innovate? Before we answer this question, it’s worth understanding just what innovation is. While SharePoint and OPIN are excellent innovation platform software suites designed specifically for the public sector, organizational managers must first foster an atmosphere of innovation in order to encourage employees to contribute their ideas to the platforms. Innovation springs from passion, risk-taking and diversity in both experiences and thought processes. Due to its informal format and geographically unlimited span, social media helps to create an atmosphere that is conducive to the development of new ideas.

One of the most advantageous parts of social media in regard to its ability to foster innovation is the fact that online, traditional organizational hierarchies vanish. People feel free to contribute ideas across a wide spectrum of departments, disciplines and authority levels. The focus is placed on the idea itself, not on the ranking of the contributor. This freer association makes it easy to create truly original solutions.
Social media also helps companies create a fuller view of a problem. Because employees feel free to complain, joke and otherwise honestly state their outlook, a problem is no longer conceived of purely in administrative terms. While this can sometimes be annoying, frequently it can help shed light on a solution that would have otherwise been overlooked. However, social media makes it easy to monitor a discussion without having to become embroiled in a particular viewpoint or topic. This allows ideas that have merit to rise to the top, and digressive conversations to fall by the wayside.

Finally, social media opens up the doors to the public without overwhelming the ability of the organization to process requests or suggestions. Public projects benefit from community input. In the past, it was a challenge to keep track of everyone’s opinions and suggestions. Social media makes it easy to quickly visit different discussions and topics by a virtually unlimited number of contributors. From public works projects to proposed new policies to budgetary concerns, social media acts as an excellent forum for the free and passionate exchange of ideas. That’s shorthand for innovation.

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According to an in-depth study conducted by Vanguard Canada, the factors that make an employee feel positively towards her workplace are more about social conditions than a sparkling new set of desk furniture. Communication in the form of effective management and clear leadership ranks among the top drivers, followed by an understanding of the organization’s main goals and a great group of motivated co-workers. Although individual benefits and a decent salary play a role, what’s surprising is how the biggest factors are based on an employee’s perception of her role in the organization. In the public sector, the most engaged employees are the ones who feel that they are working towards a “purpose” as opposed to mindlessly pushing paper around on a desk. While an employee may be tasked with a paperwork heavy job, as long as she feels that her efforts are contributing to a greater good, she will be a highly engaged employee.

Public sector organizations that implement some kind of social media or internal collaborative network discover an almost instantaneous increase in employee engagement. Making people feel as if they are an integral part of the larger organization increases productivity and leads to an overall boost in morale. Additionally, having a collaborative technology creates a medium through which truly bright and motivated employees can communicate their ideas in a receptive setting.

As with any strategy, consistency is vitally important. A public sector organization must continue to make its employees feel appreciated by actively engaging with them. However, technology makes it far easier to engage with employees without busting the budget. Consider this ROI: after implementing employee engagement strategies, the Federal Technology Service experienced a 112% increase in business with only a 4% increase in overhead. Simply put, increasing employee engagement pays.

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