Business and People Interaction Architecture

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Business and People Interaction Architecture

  1. THE SOCIAL ENTERPRISE. interactionsBUSINESS FREDERICPEOPLE— @FREDERICWFEBRUARI 2013 — AND WILLIQUET ARCHITECTURE FREDERICW.COM
  2. WORLD IS CHAN GING...VUCA FREDERICW.COM
  3. NOW SUCCESS AT WORK MEANS DEVELOPMENT + NETWORK KNOWLEDGE + TALENT COLLABORATION EFFICIENCY + INFORMATION EXCHANGE success WORK at FREDERICW.COM
  4. FREDERICW.COM
  5. W E NEED T O RETHINK THE WAY W E WORK ENTERPRISE SOCIAL NETWORKING (ESN) IS A SET OF TOOLS AND BEHAVIORS THAT PROMOTE OPEN CONVERSATIONS WITHIN AN ORGANISATION TO ACHIEVE BUSINESS OBJECTIVES. THIS LEADS TO MORE ENGAGED EMPLOYEES, INCREASED INNOVATION AND FASTER BUSINESS OUTCOMES. IT IS ALSO COMMONLY KNOWN AS ENTERPRISE 2.0 AND SOCIAL BUSINESS. — THE 5 W OF ENTERPRISE SOCIAL NETWORKS • SOCIAL ENTERPRISE TODAY FREDERICW.COM
  6. INTEGRATED. OPEN. S OCIAL. DATA-DRIVEN. FREDERICW.COM
  7. BUT DON ’T THINK S OFTWARE IS ENOUGH 49% OF BUSINESS LEADERS THINK THE KEY CHALLENGE TO IMPLEMENT SOCIAL SOFTWARE IS GETTING PEOPLE TO PARTICIPATE. — IDC SOCIAL BUSINESS SURVEY, MAY 2011 FREDERICW.COM
  8. YOU WILL NEED ENGAGEME NT OF ALL FREDERICW.COM
  9. IN TODAY’S ENGAGEMENT ECONOMY, WHERE TIME AND ATTENTION ARE BECOMING INCREASINGLY SCARCE AND RESOURCES PRECIOUS, PEOPLE ARE LIKELY TO GRAVITATE TO ACTIVITIES THAT ARE AUTHENTICALLY REWARDING AND FILLED WITH THE OPPORTUNITIES TO ACHIEVE, GROW AND SOCIALIZE. — HOW GAMIFICATION IS RESHAPING BUSINESS IN THE ENGAGEMENT ECONOMY • DELOITTE BLOGgive opportunities toACH IEVE, GROW AN D SOCIALIZE FREDERICW.COM
  10. THE KEY ELEMENT THAT EMPLOYEES ARE CONCERNED WITH IS «VALUE». THEY ARE CONSTANTLY ASKED WHAT VALUE THEY PROVIDE TO THE COMPANY. BY OPENING UP CONVERSATIONS, IT ALLOWS WORKERS TO OFFER VALUE BASED ON THEIR KNOWLEDGE, NOT BASED ON THEIR POSITION WITHIN THE HIERARCHY. AS THIS VALUE IS UNLOCKED, IT LEADS TO FASTER AND BETTER BUSINESS OUTCOMES AS WELL AS HIGHER EMPLOYEE MORALE AND ENGAGEMENT. — THE 5 W OF ENTERPRISE SOCIAL NETWORKS • SOCIAL ENTERPRISE TODAYhelp them to offer valueBASED ON T HEIR KNOWLEDGE OPEN UP CONVERSATIONS! FREDERICW.COM
  11. START A CULTU RESHIFT COMMAND AND CONTROL > TRUST DRIVEN HIERARCHIC > NETWORK-ORIENTED HEROES & EXPERTS > ALL CONTRIBUTIONS COUNT FAILURE NOT ALLOWED > EXPLORE AND CREATE FREDERICW.COM
  12. B UILD A ST RONG COLL ABORATIV E CULTURE CREATING A STRONG COLLABORATIVE CULTURE: 1. ENCOURAGE PEOPLE TO SHARE IDEAS (— AND TO BE CURIOUS! ) 2. BUILD BRAINSTORMING INTO EACH PROJECT 3. LOG IMPORTANT COMMUNICATIONS 4. LIMIT GROUP SIZES 5. RESIST THE URGE TO DIRECT — POOR COLLABORATION — BREAKDOWNS, IDEALS, AND CULTURE • MICHAEL SAMPSON FREDERICW.COM
  13. BU ILD A NEW ASDERASHIRPCHITECTS KIND OF LE OCI L A 0 15 30 45 60 STIMULATOR BUILDING TEAMS,Stimulator OPTIMISING COLLABORATION, Innovator USING PARTICIPATIVE DECISION-MAKING, MANAGING CONFLICT Mentor INNOVATOR LIVING WITH CHANGE, Pilot THINKING CREATIVELY, Mediator Coordinator CREATING CHANGE Productor MENTOR UNDERSTANDING SELF AND OTHERS, Controller COMMUNICATING EFFECTIVELY, None DEVELOPING SUBORDINATES PILOT VISIONING, — WHAT ROLES ARE STILL TOO FEW IN YOUR ORGANIZATION FOR OPTIMAL PERFORMANCE? — SD WORX PLANNING AND GOAL-SETTING, DESIGNING AND ORGANISING, DELEGATING EFFECTIVELY FREDERICW.COM
  14. -MEDIA SKILL S EVERY LEA DER NEEDSSIX SOCIAL — MCKINSEY QUATERLY FEBRUARY 2013 FREDERICW.COM
  15. B ECAUSE LE ADERSHIP IS A CONVE RSATION 4 ELEMENTS OF ORGANIZATIONAL CONVERSATION THAT REFLECT THE ESSENTIAL ATTRIBUTES OF INTERPERSONAL CONVERSATION: INTIMACY INTERACTIVITY INCLUSION INTENTIONALITY — LEADERSHIP IS A CONVERSATION • HARVARD BUSINESS REVIEW FREDERICW.COM
  16. A GOOD TOO L FOR CONVE RSATION...& EMAIL IS NOT FREDERICW.COM
  17. S OCIAL ENA BLED HR P ROCESSES EXAMPLES SOCIAL PERFORMANCE MANAGEMENT SOCIAL TALENT ACQUISITION SOCIAL LEARNING & SKILL DEVELOPMENT SOCIAL PROJECT MANAGEMENT — CEDARCRESTONE.COM FREDERICW.COM
  18. FREDERICW.COM
  19. FREDERICW.COM
  20. @FREDERICW.COM
  21. IEVE A SOCIAL ENTERPR ISE TRANSFORMATION5 KEY INGREDIE NTS REQUIRED TO ACH 1. EMPOWERING PEOPLE (EMBRACE VISION / DECISION MAKING GOVERNANCE) 2. SIMPLE PROCESSES 3. CULTURE OF SHARING & SIMPLIFICATION (MINDEST) 4. EFFECTIVE TECHNOLOGY (CAPABILITIES) 5. IMPACT & MEASUREMENT FREDERICW.COM
  22. TO START? ORGANIZATION VIRTUAL & MANAGEMENT & PHYSICALHOW LEADERSHIP 2.0 ENVIRONMENT ORGANIZATIONAL CULTURE W PROCESSES OPERATIONAL ENGAGEMENT CAPABILITY COMMUNITIES INDIVIDUAL FREDERICW.COM
  23. AIL@FREDERI CW.COM • +32 472 93 42 58@F REDERICW• M FREDERICW.COM

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