Enterprise Collaboration: Can You Connect Social Learning and Business Performance?
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Enterprise Collaboration: Can You Connect Social Learning and Business Performance?

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How’s your social learning initiative going? If you are like most companies, you can easily match your situation with one of the following categories. ...

How’s your social learning initiative going? If you are like most companies, you can easily match your situation with one of the following categories.

Category 1: We are just getting started and are unsure of how to proceed.
Category 2: We have started using social media for learning, but we don’t really have a strategy for how to leverage it.
Category 3: We have mastered the technology and its adoption and are seeing daily benefit.

If your situation falls into either Category 1 or Category 2, this session is a must for you. Learn how to put social learning into context and into action in your organization. If your situation is closest to Category 3, we encourage you to attend this session to share the successes of your experience with your peers. Either way, this session promises to connect you.

Eric Bruner, Chief Technologist, RWD Technologies

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Enterprise Collaboration: Can You Connect Social Learning and Business Performance? Enterprise Collaboration: Can You Connect Social Learning and Business Performance? Presentation Transcript

  • Enterprise Collaboration: ? Can you connect social learning and business performance? Eric Bruner & Butler Newman April 2010
  • What’s wrong with Social? Social Solutions That Perform™ Page 2 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • What’s wrong with Media? Media Solutions That Perform™ Page 3 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • I’m eating a sandwich now... 40% 38% 9% Solutions That Perform™ Page 4 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Story of the Lost iPod Solutions That Perform™ Page 5 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Going Viral Solutions That Perform™ Page 6 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Happy Ending for Lost iPod Solutions That Perform™ Page 7 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • The Basic Concept Solutions That Perform™ Page 8 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Culture Shift Solutions That Perform™ Page 9 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Shift Underway for Learning and Organizations pe ha Tw S er d ce ist ab rn n M Ben C pr inu tio m an ge ol Le ct In r fo l a a rm te em us r Co niz t ov o ra Pe en or fo a at e r rg Im nt e t tice Pe ll e ar va In sh Pu O Prac ers G Pu Sh no ro te Lead w ra po Collaborative Do y or ity t n T uni fC Pe Culture mun rfo m no o m rm Com Co er tio ar ors s Le t olu Con tribu ate ing r Ev bo n ll a ar ent 2.0 ... Co al Collaborative, Talent-Driven Learning Le Le du Cont ut ar Formalize informal learning e vi bo ne at Collaboration and talent management by design di nA rs r ll In po ors Blended and Informal Learning Pu ar ruct Le r st d> Mixing all forms of media with informal learning Co In n Learning on-demand and integrated programs a em of Traditional / D The E-Learning Era se n Formal Put materials online, information vs. instruction io r Cou Web-based courseware, virtual classroom, and learning-facing LMS ut s h St Pu ol Traditional and Computer-Assisted Training ud Ev > en ply Instructor and computer-based (CBT) ts p Implement the LMS as administration platform Su Source: Bersin & Associates. All Rights Reserved. Training Industry Quarterly, Spring 2009 Solutions That Perform™ Page 10 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Exercise- Draw your current state 100 90 ILT Energy/Focus ILT Current Example 40% 80 eLearning 30% Performance Support 15% 70 LMS (sys mgmt) 10% 60 Social Learning 5% 50 Total 100% 40 Performance 30 20 eLearning Support 10 Social Learning LMS (sys mgmt) Solutions That Perform™ Page 11 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • The New Term Collaborative Performance™ Solutions That Perform™ Page 12 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Collaborative Performance Collaborative = working together Performance = measurable business results Collaborative Performance™ “aligned and coordinated efforts to produce valued output, emanating from a collaborative culture to spur continuous improvement and maintain transparent work processes.” Solutions That Perform™ Page 13 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • The RWD Clarity Framework™ FAQs Solutions That Perform™ Page 14 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Community Opportunities FAQs Solutions That Perform™ Page 15 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Process Centered Collaboration (PCC) PCC Traits • Formal/informal help • In context • Persistent • Optional participation • Transparent knowledge creation Solutions That Perform™ Page 16 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • PCC Examples PCC Interpretations Workarounds Status Tips & Submit Proposal Tricks Examples Process Integrity step People Readiness Advice Stories FAQs PCC collaboration points • trigger • step • decision • outcome • hand-off • role • interface • business entity salesforce.com • geography Solutions That Perform™ Page 17 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Community of Practice CoP Traits • Business driver • Measurable objective CoP • Work process-related • Common focus across organizational boundaries Process Integrity Lessons Learned Continuous Best Practice Improvement Benchmarking Reporting Implement Vision Steer Policy Organizational Context Solutions That Perform™ Page 18 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Community of Interest CoI Traits • Interest-based • Common focus • Benefit to individual/community • Optional participation People Readiness r Gu ide Use ON 2.1 Skills Expertise SI VER Motivation to the (2) Discovery Relationships ject is sub ence, and y eration interfer that ma es. Op harmful rference C Rul se inte the FC y not cau uding CoI 15 of ma d, incl Part device with receive plies this ence com ns: (1) interfer device conditioept any This two wing must acc ration. follo device esired ope this und cause Credibility Mutual Interest Organizational Context Solutions That Perform™ Page 19 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Collaborative Culture A Collaborative Culture exists when ambient and structured communications are proactively connected. Training, Best Practice Mission, Vision Tips, FAQs Policy, SOP Solutions That Perform™ Page 20 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Exercise- Draw your future state 100 90 ILT Energy/Focus ILT Future Example 40% 80 eLearning 30% Performance Support 15% 70 LMS (sys mgmt) 10% 60 Social Learning 5% 50 Total 100% 40 Performance 30 20 eLearning Support 10 Social Learning LMS (sys mgmt) Solutions That Perform™ Page 21 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Community Manager – the new role Dawn Foster Solutions That Perform™ Page 22 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Quotes from those serving in the role... • CM is not a 9-5 job, it is a very time-consuming job and the results are not always tangible and visible. • The role changes as the needs of the community change. • Online communities do not manage themselves. • Communities often don’t grow the way they are planned and may be taken over by a sub-group. • The CM can bridge the gap between those inside and outside the organization. • The CM doesn’t fit into any single departmental silo – the role is similar to ombudsman. • Communities do not want to be managed, they want to be nurtured. • There is a dynamic tension in communities: control versus member empowerment (experienced CM’s seem to be at ease with loss of control). Official Community • The launch phase requires a small group that is passionate and “transacting” a lot. Manager Mug • Building community is not about collecting as many people as possible. • Building community means giving up control. Compiled by Harold Jarche, The Community Manager: enabling knowledge flows. Solutions That Perform™ Page 23 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Does Technology Matter? • Knowledge workers spend 40% of their time looking for information. • Many of them ask the person in the next cubicle. (Jay Cross 2007) Solutions That Perform™ Page 24 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Technology stewards are people with enough experience of the workings of a community to understand its technology needs, and enough experience with Technology Steward or interest in technology to take leadership addressing those needs. Stewarding typically includes selecting and configuring technology, as well as supporting its use in the practice of the community. Etienne Wenger, Nancy White, and John D. Smith, Digital Habitats: stewarding technology for communities (Portland, OR: CPsquare, 2009). ISBN: 9780982503607. Solutions That Perform™ Page 25 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • The Pay Off Solutions That Perform™ Page 26 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • CLOs as Vanguard Leaders CLO Solutions That Perform™ Page 27 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • CLOs as Vanguard Leaders Communicate, Communicate, Communicate Solutions That Perform™ Page 28 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • CLOs as Vanguard Leaders Become the Community Builder • Hand pick and groom respected opinion leaders for pilots • Create CoP Builder Community • Benchmark/collaborate beyond your firewall Solutions That Perform™ Page 29 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • CLOs as Vanguard Leaders Embrace User Generated Content (UGC) • Contests • Recognition • Rewards • Goals & Objectives Solutions That Perform™ Page 30 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • CLOs as Vanguard Leaders Manage Top-Down Participation, Leading cause of failure is Guidance, lack of top-down participation, usually due to fear or misunderstanding. Dissent • Craft a story, create a success • Engage ALL stakeholders • Lead policy and communication efforts • Make “community-based feedback” welcome Solutions That Perform™ Page 31 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • CLOs as Vanguard Leaders Enable Process Centered Collaboration: What’s in the workflow is what gets used • Survey existing practices - may already be happening • Empower through technology and advertising • Leverage grassroots momentum as pilot (without stifling) • Dovetail with training initiatives - make it part of the curriculum/toolset Solutions That Perform™ Page 32 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.
  • Questions Eric Bruner Butler Newman ebruner@rwd.com bnewman@rwd.com 410.869.1000 410.869.1000 http://www.linkedin.com/in/ejbruner http://www.linkedin.com/pub/butler-newman/0/210/177 @ejbruner Solutions That Perform™ Page 33 | Copyright © 2010 RWD Technologies, LLC. All rights reserved.