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Social Problem-Solving: How to use  Social Media   for solving  your toughest Management-Problem
 

Social Problem-Solving: How to use Social Media for solving your toughest Management-Problem

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Many employees of the TMG clients work together daily on international and cross-functional level to achieve the individual goals of the strategic and operational programs. Our clients want to make ...

Many employees of the TMG clients work together daily on international and cross-functional level to achieve the individual goals of the strategic and operational programs. Our clients want to make sure that each of the individual organizational units can benefit from the skills and knowledge of the other.

However, due to the heterogeneous execution landscapes the traditional management concepts and systems that have worked well for standard processes and systems projects for decades, don´t deliver the results in dynamic business networks.

Most companies are using methods and frameworks that were designed for stable environments based on a single dominant objective—that the purpose of strategy is to achieve a sustainable competitive advantage. However, that time has passed. In order to achieve success in the increasingly interconnected and unpredictable market environment, companies must be able to capture opportunities fast , exploiting them decisively., and moving on even before they are exhausted. Winning dynamic competitive advantages in the future requires continuous reconfiguration within business networks.
Companies today typically realize only about 60 % of the potential of these networked Initiatives -despite Social Media-because of lack of Focus, Accountability, Feedback and Leverage
Small, medium and large enterprises searching for new management methods and collaboration solutions for their employees, which complement the existing organization without costly adjustments. New Enterprise 2.0 technologies (cloud computing, social technologies and mobile) are used to improve the situation. As a result, they want to be more dynamic and creative, inspire bright minds and reinforce the new skills of their employees.

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  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.
  • The key messages from the analysts reflect the most organisation will move to using collaborative tools by 2014, available across all devices anytime anywhere.Increased productivity is evident in the use of social tools within the enterprise.Integration of social technologies and corporate tools is a necessity in to drive higher business impact in the enterprises that use them.If organisation choose to ignore social collaboration, it will come to them anyway – its happening now.

Social Problem-Solving: How to use  Social Media   for solving  your toughest Management-Problem Social Problem-Solving: How to use Social Media for solving your toughest Management-Problem Presentation Transcript

  • Technologie Management Gruppe Global Resourcing GmbH Germany Paul.Gromball@tmg-muenchen.de www.tmg-muenchen.de Lean Collaboration by Design weltweit. effizient. zusammenarbeiten Potential-Analyse für Social Technologies März 2014
  • 2 Potentialanalyse der Lean Collaboration in 4 Schritten Auswahl des repräsentativen Use Case Ist-Analyse der Wertschöpfungs- Barrieren Abgleich der Social Technology mit Ist-Barrieren Abschätzung des Verbesserungs- Potentials Lean Collaboration Potential Analyse 1 2 3 4 • Festlegung der Systemgrenze • Inventory der Use Cases • Auswahl eines Repräsentanten • Spezifizierung des Value-Streams • Analyse der Wertschöpfung • Identifizierung der Barrieren • Social Technology Features • Barrieren der Wertschöpfung • Bestimmung der Feature-Relevanz • Analyse der Ist- Situation • Abschätzung der Verbesserungen • Bestimmung des Gesamt-Potentials
  • 3 Auswahl des repräsentativen Use Case Ist-Analyse der Wertschöpfungs- Barrieren Abgleich der Social Technology mit Ist-Barrieren Abschätzung des Verbesserungs- Potentials Partner Kunde Zentrale Landes-Org • Change Management: Senkung der Kosten • Sales & After Sales: Umsatzsteigerung • HR-Management: Verbesserung Mitarbeiterzufriedenheit • Strategie/Innovation: Lean Produkt-Entwicklung • Finanzen: Erhöhung der Rendite Use Case Inventory Interne Communities: Ergebnis-orientiert System-Grenze Repräsentativer Use Case Externe Communities: Interessen-orientiert Follower Knowledge Flow Teilnehmer Business Community Arena: Zwei Typen von Social Business Communities Interne Communities für „Problem-Lösungen“ Kandidaten der Umsetzung 1. Abgrenzung der Community Arena und Auswahl des repräsentativen Use Case 1 2 3 4
  • 4 Auswahl des repräsentativen Use Case Ist-Analyse der Wertschöpfungs- Barrieren Abgleich der Social Technology mit Ist-Barrieren Abschätzung des Verbesserungs- Potentials 2. Identifizierung der heutigen nicht-wertschöpfenden Aufwände und Barrieren 1 2 3 4 Concept Styling Design Prototype Industrial Eng Tooling Launch Design Concept Start of ProductionZeit Nicht-Wertschöpfende Zeit Wertschöpfende Zeit Produktentwicklungsprozess : Analyse der Wertschöpfung • Räumliche und zeitliche Entfernung • Info-Inseln • Wissens-Austausch • Lernen im Team • Ergebnis-Verantwortung • Ziel-Fokus • Zeitnahes Feedback Identifizierte Barrieren Repräsentativer Use Case • Strategie/Innovation: Lean Produkt-Entwicklung
  • 5 Auswahl des repräsentativen Use Case Ist-Analyse der Wertschöpfungs- Barrieren Abgleich der Social Technology mit Ist-Barrieren Abschätzung des Verbesserungs- Potentials 3. Überwindung der Barrieren mit Social Technologien 1 2 3 4 Tele- Presence Social Network Feedback System Rich Profiles Micro Blog Wiki Dis- cussion Board Blog Idea- Platform Social Book- mark RSS Total Relevance Globale Vernetzung Finden von Experten Bereichs- übergreifender Info-Austausch Fokus & Feedback Förderung des Engagements & Verantwortung Social Technology Features UseCaseBarrieren-Überwindung Relevance: High Medium Low
  • 6 Auswahl des repräsentativen Use Case Ist-Analyse der Wertschöpfungs- Barrieren Abgleich der Social Technology mit Ist-Barrieren Abschätzung des Verbesserungs- Potentials 4.1 Verbesserungspotentiale durch Lean Collaboration by Design 1 2 3 4 Lean Collaboration by Design Produktives Wissen Soziales Netzwerk Soziale Technologien Management & Feedback Systeme Zi el Business Ziele Wissen Mensche n IT Struktur -- Social Business Systemgrenze A B C D Windows Azure Global Data Center Reduktion der Umsetzungszeiten Reduktion nicht-wertschöpfender Aufwände 25 -30% Design Benchmarks 30 -50% 20 -25% A B C
  • 7 Auswahl des repräsentativen Use Case Ist-Analyse der Wertschöpfungs- Barrieren Abgleich der Social Technology mit Ist-Barrieren Abschätzung des Verbesserungs- Potentials 4.2 Verbesserungspotentiale basierend auf der Wirkung von Social Technologien 1 2 3 4 „Self-Funding“ Lesen und Antworten von e- mail Suchen und Zusammenstellen von Information Kommunikation und Kollaboration Rollen-spezifische Aufgaben Gesamt 28 19 14 39 100 Aufgaben von Wissens-Arbeiter Erhöhung produktiver Arbeit Erhöhung der Produktivität % 25-30 30-35 25- 35 25- 30 25-30 9,0-11,0 3,5-5,0 5,5-6,5 7,0-8,0 Umgang mit Wissen: % einer durchschnittliche Woche Reduktion der Umsetzungszeiten Benchmark: 30 – 50% 0 1 2 3 4 5 6 7 8 9 10 11 12 Time to Value (months) Commitment Result Objective Lead Measure 1 Lead Measure 2 Lead Measure 2 Outcome Well Managed Knowledge Transfer Poorly Managed Knowledge Transfer Collaboration Room: Creativity Closed Shops Crowd accelerated problem-solving KnowledgeModules Reduktion nicht-wertschöpfender Aufwände Benchmark: 25 -30% Quelle: Philips Lighting Division,NL: Go-to- Market Use Case A B
  • 8 Auswahl des repräsentativen Use Case Ist-Analyse der Wertschöpfungs- Barrieren Abgleich der Social Technology mit Ist-Barrieren Abschätzung des Verbesserungs- Potentials 4.3 Verbesserungspotentiale basierend auf Social Business Reengineering 1 2 3 4 Erweiterung der Systemgrenzen durch Social Technologien Benchmark: 100-200% mehr PersonBytes Wertschöpfung durch mehr produktives Wissen Benchmark: 20 -25% höhere Potential-Ausschöpfung Erweiterung der Systemgrenze Cognitive Limit of a Single Employee (1 PersonByte) 2. Individual Info Limit: Share new info with your Team, but not with everyone 3. Organization Info Limit: Get new information and embed it to your organization, but keep close boundaries 4. Network of Partner Establish collaborative links to get access to embedded forms of information Erhöhung der kognitiven Grenzen der Organisation 1. Low Info Limit: If you have access to new information, Keep it secret Lokal PartnerLandes-GesellschaftZentrale Produktives Wissen: PersonBytes* Ricardo Hausmann, Harvard : Produktives Wissens (PersonBytes) erklärt 73% der Leistungsfähigkeit der Unternehmensnetzwerke. *) 1 PersonByte: Cognitive Kapazität eines Mitarbeiters Produktives Wissen: Personbytes Potential-Ausschöpfung(%) Social Business Reengineering C Business Excellence durch Lean Collaboration
  • 9 TMG- Dienstleistungen und Lösungen Use-Case Coaching Social Business Consulting Cloud Service …für ausgewählte Use Cases... …für strategische Komplettlösung.. …als Projekt-Beschleunigung… Leadership Workshop ..für Potential Analyse... Driving business excellence with lean collaborations
  • Die TMG Mission: Unterstützung unserer Klienten bei der Stärkung ihrer Leistungsfähigkeit durch Social Business Reengineering und Lean Collaboration Centers of Competence: Dynamic Competitive Strategies, Social Business Management, Technology driven Strategic Change, Social Media, Cloud Computing Fakten: , Gegründet 1987, 70 Experten in München, Stuttgart, Karlsruhe Automobil Maschinenbau Allg. Industrie 10