+

The Path to High Performance is Paved
with Social Collaboration
Lance Haun
The Starr Conspiracy
+

What we will be talking about:
 Why

collaboration and why now?

 Demonstrate

how social media can blaze
new paths f...
+

Who is this guy?
 Former

HR guy for
seven years

 Former

editor for ERE
Media and contributor
to TLNT.com

 Curren...
+
Thesis:
Social Collaboration
drives not only high
individual performance,
but high organizational
performance as well
+

Why Collaboration?
+

A distributed workforce is becoming
the norm
 More

organizations are using distributed work to
accomplish business ob...
+

Collaboration isn’t optional —
A look at the stats
 Almost

90% see their collaborative efforts as highly
productive

...
+

Pre-social technologies like email
don’t actually help
“Employees in virtual environments may develop
perceptions of ex...
+

Why social?
+

Social is …
 A technology

that allows people to interact with ease
across physical divides

 A philosophy

that beli...
+

The general social media landscape
Consumer
curve:
mainstream, trending
toward laggards

Enterprise

 Adoption

 Adop...
+

A different take on social
 Social

traditionally a promotion channel (marketing
and recruiting)

 Secondarily,
 Whe...
+

A different take on social:
Collaboration
 Using

social as both a collaboration tool and an
indicator of high perform...
+

How can social help?
+

Why social collaboration?
 Social

naturally encourages
 Communication skills
 Technology skill development
 Time m...
+

Why social collaboration?
 Communication

and collaboration are two skills
employers want the most

 A very

close se...
+

Building the social case: Training
and development
Positives
 Reduced

training costs

 Greater

training
effectivene...
+

Building the social case: Knowledge
transfer
Positives
 Fast

and inexpensive
dissemination of

Negatives
 Unequal

u...
+

Building the social case: Creativity
and problem solving
Positives
 Increased

problem
solving accuracy and
speed

 I...
+

Possible speed bumps
 People
 Some

won’t always be smart about it

don’t want to participate

 Resources
 Time

co...
+

Tools to consider
 Internal
 Enterprise

social collaboration tools like Infor

Ming.le
 External

 LinkedIn
 Quor...
+

Social collaboration is
rocket science
+

Case Study: Boeing-Rocketdyne
SLICE
 Background:

A team made up of a variety of
professionals from different companie...
+

Strategy Setting
 Set

out first to understand the strategy across three
companies

 Set

responsibilities and accoun...
+

Technology Used
 Online

collaborative notebook

 A project
 Twice

vault with shared files

weekly teleconferences ...
+

Issues Faced
 The

ability to meet face-to-face on occasion was still
necessary

 Organization

and order of ideas no...
+

Results
 Duration:
 No

10 months

more than 15% of any one member’s time

 Each

member working from a different lo...
+

Learnings
 Multimodal

communication

 Technology

enabled

 Collaboration

 Expectation
 Flexibility

as the goal...
+

Conclusion
+

To recap:
 Assess

your understanding of social within
your role and company

 Examine

how social media and collabor...
+

Next steps
 Assess

your current use, organizational
comfort with social media

 Investigate

several different tools...
+
Lance Haun

Thanks!

(206) 801-1348

This was fun

lance@coug.rs
lancehaun.com
thestarrconspiracy.com
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Is Social Technology Behind High Performance in Organizations?

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While still in the process of being readily accepted in all organizations, a large majority of organizations would answer a resounding “yes!”. Two skills that come up often are communication and collaboration, sounds easy enough, but in today’s rapidly changing workplace people are now checking in from all over the world at different times and on all kinds of various devices, rather then physically coming in to the workplace and interacting. Businesses can implement social technology, namely social media, not just to increase brand awareness or for marketing purposes but to allow a much more efficient and effective scenario for communication and collaboration. Join Lance Haun, Editor of Starr Conspiracy, as he will be covering key topics such as, how organizations are adopting social tech, what social technologies can and can’t do when it comes to information exchange, and why you should evaluate your organizations use of social technology.

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  • Thank you so much Mr Haun! We are a group of university students starting our own recruiting company this year. I am its founder and owner. Thanks to ERE.net I found this business idea on Twitter.We will be using what we have learnt as our competitive advantage here in south Africa and your slides are very much appreciated. I wish you were our lecturer! Shukran!
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Transcript of "Is Social Technology Behind High Performance in Organizations?"

  1. 1. + The Path to High Performance is Paved with Social Collaboration Lance Haun The Starr Conspiracy
  2. 2. + What we will be talking about:  Why collaboration and why now?  Demonstrate how social media can blaze new paths for information exchange  Review a case study of organizations that leveraged social collaboration  Next steps
  3. 3. + Who is this guy?  Former HR guy for seven years  Former editor for ERE Media and contributor to TLNT.com  Currently: Editor with The Starr Conspiracy
  4. 4. + Thesis: Social Collaboration drives not only high individual performance, but high organizational performance as well
  5. 5. + Why Collaboration?
  6. 6. + A distributed workforce is becoming the norm  More organizations are using distributed work to accomplish business objectives  Reasons include:  Globalization pressures  Employer costs  Employee demand  Increase in technology use  Staying connected is a challenge
  7. 7. + Collaboration isn’t optional — A look at the stats  Almost 90% see their collaborative efforts as highly productive  Over 90% like to work in teams, most preferring to do so from a location of their choosing  Most believe technology can bridge the gap Meetings Around the World: The Impact of Collaboration on Business Performance, Frost & Sullivan
  8. 8. + Pre-social technologies like email don’t actually help “Employees in virtual environments may develop perceptions of exclusion or isolation due to their need to rely on technology to communicate with others; common forms of communication technology (e.g., email) do not provide a high level of information richness and can inhibit social exchange” Busch, E., Nash, J., & Bell, B. S. (2011). Remote work: An examination of current trends and emerging issues. Center for Advanced Human Resource Studies, Cornell University
  9. 9. + Why social?
  10. 10. + Social is …  A technology that allows people to interact with ease across physical divides  A philosophy that believes that adding social enhances an integral part of the human experience  A set of platforms that can encourage sharing, collaboration, and high performance
  11. 11. + The general social media landscape Consumer curve: mainstream, trending toward laggards Enterprise  Adoption  Adoption  Networks  Networks used: Facebook, Twitter, Google+  Tools: HootSuite, Tweetdeck curve: early adopter, trending to mainstream used: LinkedIn, Quora, Twitter  Tools: Argyle, Radian6
  12. 12. + A different take on social  Social traditionally a promotion channel (marketing and recruiting)  Secondarily,  When can be used to enhance support most people talk about social, this is what they mean
  13. 13. + A different take on social: Collaboration  Using social as both a collaboration tool and an indicator of high performing employees  Focusing on user’s skills being built by using social media  Encouraging employees to use social as an enhancement to their toolbox
  14. 14. + How can social help?
  15. 15. + Why social collaboration?  Social naturally encourages  Communication skills  Technology skill development  Time management skills  Sharing and collaborative focus  Performance focus  Understanding of data
  16. 16. + Why social collaboration?  Communication and collaboration are two skills employers want the most  A very close second: familiarity with current technologies  People who can manage all of these concepts
  17. 17. + Building the social case: Training and development Positives  Reduced training costs  Greater training effectiveness  Continuous skill enhancement and selfdirected learning Negatives  No positive effect on learning or development  Unequal usage access or
  18. 18. + Building the social case: Knowledge transfer Positives  Fast and inexpensive dissemination of Negatives  Unequal usage  Information  Too  Easy  Quick sharing of knowledge from few to many access or much information spread of negative or private information
  19. 19. + Building the social case: Creativity and problem solving Positives  Increased problem solving accuracy and speed  Innovation spread throughout organization with minimal effort Negatives  Consensus process slows decision-making  Consensus leads to pursuit of poor choices; lack of critical thinking
  20. 20. + Possible speed bumps  People  Some won’t always be smart about it don’t want to participate  Resources  Time could be devoted to other programs waste?
  21. 21. + Tools to consider  Internal  Enterprise social collaboration tools like Infor Ming.le  External  LinkedIn  Quora groups
  22. 22. + Social collaboration is rocket science
  23. 23. + Case Study: Boeing-Rocketdyne SLICE  Background: A team made up of a variety of professionals from different companies collaborated from different geographic locations to create an optimized rocket engine Malhotra, Arvind; Majchrzak, Ann; Carman, Robert; Lott, Vern (2001). Radical innovation without collocation: A case study at Boeing-Rocketdyne. MIS Quarterly.
  24. 24. + Strategy Setting  Set out first to understand the strategy across three companies  Set responsibilities and accountabilities at the very beginning  Set foundation for open sharing of information
  25. 25. + Technology Used  Online collaborative notebook  A project  Twice vault with shared files weekly teleconferences (not originally planned)
  26. 26. + Issues Faced  The ability to meet face-to-face on occasion was still necessary  Organization and order of ideas not easily apparent  Other tasks and multitasking interrupted set meetings  SLICE had to restructure to meet requirement and enhance the experience
  27. 27. + Results  Duration:  No 10 months more than 15% of any one member’s time  Each member working from a different location  Designed an optimized rocket engine with fewer parts and a 14-fold decrease in manufacturing costs  Highest time quality performance in the industry at the
  28. 28. + Learnings  Multimodal communication  Technology enabled  Collaboration  Expectation  Flexibility as the goal set at the front
  29. 29. + Conclusion
  30. 30. + To recap:  Assess your understanding of social within your role and company  Examine how social media and collaboration can help drive new learning and performance management initiatives  Understand how companies are leveraging social collaboration within their organization  Consider next steps
  31. 31. + Next steps  Assess your current use, organizational comfort with social media  Investigate several different tools and beta test with trusted users  Measure  Roll beta results, recalibrate out to staggered areas of the business  Measure and optimize your process continually
  32. 32. + Lance Haun Thanks! (206) 801-1348 This was fun lance@coug.rs lancehaun.com thestarrconspiracy.com
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