Brandon Hall Group Analyst David Wentworth just posted an interesting piece on the growing problems with enterprise social network initiatives.
You can read what David is thinking here.
We have always believed in social learning rather than in the idea that HR or learning and development departments would end up “owning” enterprise social networks.
To that end we make a point of including core talent-related social affordances in our out-of-the-box offerings (learning and performance interest groups, forums, news, email, chat, file sharing, etc.) and supplying robust API libraries, including widgets, Google gadgets, macros and plugins for working nicely with clients’ enterprise social network choices, whatever they turn out to be.
We think of it as the good neighbor policy.
David Wilkins, a technology evangelist at Learn.com, recently published a blog post I thought worthwhile. A Defense of the LMS (and a case for the future of Social Learning) hits several nails on the head, including the ideas that (1) it is without a doubt easier to build social networking functionality into a mature enterprise system like an LMS than it is to build LMS functionality into a social networking application, and (2) LMS platforms are essential business applications in large part because compliance support is crucial, complicated and difficult.
He also makes the point that future learning cooks will want to throw everything but the kitchen sink into the mix — a shake of social, a pinch of old-school personnel records, a tablespoon of talent management, a cup of sifted reporting and repeated lashings of user generated content.
This is all true but I would add a couple of thoughts: