Managers Briefing
Key things you need to know
richievk
Richard von Kaufmann // Head of Social // Founding partner
"Re:Re:Fw:Re" is not a process.
Ralph Siepmann, Social Business Subject Matter Expert, IBM
WHAT IS SOCIAL MEDIA?
Sharing, discussing, and interacting around content in
social networks.
Richard von Kaufmann 2013
WHAT IS SOCIAL COLLABORATION?
Sharing, discussing, and interacting around content in
“closed” social networks.
Richard von...
CLOUD COMPUTING
Private or public: Does it make sense to maintain your own servers?
SOCIAL SPACES
That can be accessed on the move
ON THE SAME PAGE
MOBILITY
Accessing and sharing on the move
http://www.slideshare.net/mjadoul/7-habits-2014
SECURITY — A relative view
Email is inherently leaky (eg sending to a wrong person, forwarding)
Emails are like electronic...
CROSS COLLABORATION SPACES
collaborative
real-time
transparent
What really motivates workers?
Harvard Business Review asked 600 managers to rank these factors:
● recognition
● incentive...
Which one did the managers vote
least important?
Which one did the managers vote
least important?
support for making progress
Which one did 12,000 employee
diary entries highlight as the most
important?
Which one did 12,000 employee
diary entries highlight as the most
important?
support for making progress
SOCIAL IQ
Does your organization have a
flat enough hierarchy?
Is there a sufficient culture of
sharing?
Do the employees ...
HEALTH CHECK
One to one management interviews
Employee survey
INITIATIVE LEADER
To coordinate initial efforts and be the first Community Manager
STEERING COMMITTEE
Members should be enthusiastic about social collaboration
potential and influential within the organiza...
TOOLS ARE A MEANS TO AN END
Tools must be integrated logically
into day-to-day processes.
STRATEGIC ROLLOUT
Never invite people to a
collaboration space that is
empty of content.
First pre-fill it with a few
piec...
LEAD THE WAY
Admins establish the usage rules by setting the appropriate style
Large communities = general awareness Small...
PEOPLE
Employees need to be involved in
co-creating the usage solutions.
Personal social interests should
be tolerated and...
INFORM & EMPOWER
OSKE REVIEW REPORT
● Greater information sharing and
awareness building.
● Cluster board meetings are far more
productive ...
ENGAGE MANAGERS & INFLUENCERS
TO CREATE A TIPPING POINT
Find out more from Robert Shaw, CEO of blueKiwi:
http://www.slides...
DEFINING THE BUSINESS CASE
Understand where social technologies will facilitate
processes and interactions.
OSKE (TEM) was...
COLLABORATIVE CYCLE
FREE THE KNOWLEDGE
http://www.business2community.com/strategy/knowledge-creation-social-
collaboration-digital-workplace-0...
4Cs OF COLLABORATION
● Community (must have a shared purpose/goal)
● Communication (ethic of sharing & flatter hierarchies...
facebook.com/zipiop
slideshare.net/zipipop
linkedin.com/company/zipiop
facebook.com/zipiop
Richard von Kaufmann
Head of So...
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud
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Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud

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Richard von Kaufmann outlines key things managers should take into consideration when thinking about rollout social collaboration within their organizations.

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Transcript of "Social collaboration – Managers Breifing Richard von Kaufmann Zipipop Freud"

  1. 1. Managers Briefing Key things you need to know richievk Richard von Kaufmann // Head of Social // Founding partner
  2. 2. "Re:Re:Fw:Re" is not a process. Ralph Siepmann, Social Business Subject Matter Expert, IBM
  3. 3. WHAT IS SOCIAL MEDIA? Sharing, discussing, and interacting around content in social networks. Richard von Kaufmann 2013
  4. 4. WHAT IS SOCIAL COLLABORATION? Sharing, discussing, and interacting around content in “closed” social networks. Richard von Kaufmann 2013
  5. 5. CLOUD COMPUTING Private or public: Does it make sense to maintain your own servers?
  6. 6. SOCIAL SPACES That can be accessed on the move
  7. 7. ON THE SAME PAGE
  8. 8. MOBILITY Accessing and sharing on the move http://www.slideshare.net/mjadoul/7-habits-2014
  9. 9. SECURITY — A relative view Email is inherently leaky (eg sending to a wrong person, forwarding) Emails are like electronic postcards that can be intercepted Email attachments can’t be retrieved & are downloaded Collaboration spaces are invite only Collaboration spaces are protected by SSL banking security Collaboration space access can be denied retroactively
  10. 10. CROSS COLLABORATION SPACES collaborative real-time transparent
  11. 11. What really motivates workers? Harvard Business Review asked 600 managers to rank these factors: ● recognition ● incentives ● interpersonal support ● support for making progress ● clear goals
  12. 12. Which one did the managers vote least important?
  13. 13. Which one did the managers vote least important? support for making progress
  14. 14. Which one did 12,000 employee diary entries highlight as the most important?
  15. 15. Which one did 12,000 employee diary entries highlight as the most important? support for making progress
  16. 16. SOCIAL IQ Does your organization have a flat enough hierarchy? Is there a sufficient culture of sharing? Do the employees understand how they would benefit?
  17. 17. HEALTH CHECK One to one management interviews Employee survey
  18. 18. INITIATIVE LEADER To coordinate initial efforts and be the first Community Manager
  19. 19. STEERING COMMITTEE Members should be enthusiastic about social collaboration potential and influential within the organization Cross-departmental — open up the silos & get buy in
  20. 20. TOOLS ARE A MEANS TO AN END Tools must be integrated logically into day-to-day processes.
  21. 21. STRATEGIC ROLLOUT Never invite people to a collaboration space that is empty of content. First pre-fill it with a few pieces of relevant information.
  22. 22. LEAD THE WAY Admins establish the usage rules by setting the appropriate style Large communities = general awareness Small groups = micro forum
  23. 23. PEOPLE Employees need to be involved in co-creating the usage solutions. Personal social interests should be tolerated and supported.
  24. 24. INFORM & EMPOWER
  25. 25. OSKE REVIEW REPORT ● Greater information sharing and awareness building. ● Cluster board meetings are far more productive and innovative as they can be prepared with online communication and document production. ● Face-to-face meetings among community members have been reduced significantly; this means savings in time, money and natural resources. ● The governance of the community is much more easier than before; OSKE Secretariat can contact over 200 people without any heavy email sending, etc. ● Clusters and project participants have been able to easily adapt the platform for their individual projects.
  26. 26. ENGAGE MANAGERS & INFLUENCERS TO CREATE A TIPPING POINT Find out more from Robert Shaw, CEO of blueKiwi: http://www.slideshare.net/Zipipop/the-atos-social-collaborationstoryrobertshaw-distribution1
  27. 27. DEFINING THE BUSINESS CASE Understand where social technologies will facilitate processes and interactions. OSKE (TEM) was struggling to cooperate effectively with over 23 organizations by email. Skanska needed a way to help unit the newly combined Nordic IT departments
  28. 28. COLLABORATIVE CYCLE
  29. 29. FREE THE KNOWLEDGE http://www.business2community.com/strategy/knowledge-creation-social- collaboration-digital-workplace-0646313#!CHSLw
  30. 30. 4Cs OF COLLABORATION ● Community (must have a shared purpose/goal) ● Communication (ethic of sharing & flatter hierarchies) ● Coordination (tools, empowering users, & scaling processes) ● Co-creation (shared processes, efficiency gains, innovation,etc)
  31. 31. facebook.com/zipiop slideshare.net/zipipop linkedin.com/company/zipiop facebook.com/zipiop Richard von Kaufmann Head of Social // Founding Partner Tel +358 45 11 222 73 richard@zipipopfreud.fi www.zipipopfreud.fi richievk

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