Social Business in CZ/SK – Local experience, use-cases, traps & pitfalls - Tomas Feige


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Competence Centre for Collaboration Solutions at the University of Economic in Prague serves as an expert centre for enterprise social networks and works closely with IBM and local business partners to help drive adoption of social business in Czech Republic and Slovakia.

In this session they will share their experience from local social business projects over the past years and discuss various examples and adoption scenarios from different fields and industries (public, education, healthcare, even construction).

Interested in the state of social business in CZ/SK? Want to know what works and what are the traps & pitfalls? Join us at the session!

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Social Business in CZ/SK – Local experience, use-cases, traps & pitfalls - Tomas Feige

  1. 1. Competence Centre for Collaboration Solutions at FIS VŠE, CZ
  2. 2. What is Competence Centre  Competence Centre for Collaboration Solutions was founded in 2012 at Faculty of Informatics and Statistics, University of Economics in Prague (FIS VŠE).  It is an autonomous team of talents consisting of:  Professionals from business,  academic scientists and  top university students. Applied research Modern technologies Real business needs
  3. 3. Mission of Competence Centre  CentreCS serves as an expert consulting group in the field of Enterprise Social Networks (ESN).  It gathers and builds experience and know-how for:  Successful adoption of enterprise social network,  Functional & graphical customization of the platform,  Mining & Extraction of hidden corporate knowledge,  Efficient use of social business principles to increase business value and performance.  Operates internal university network at VŠE  Works with partners and helps build local awareness about Social Business benefits
  4. 4. Our main goal – To help with the transition Extension of traditional (line) organizational structures with internal social network.
  5. 5. Good place to start? (now) IBM Social Business Patterns  Find expertise  Gain external customer insights  Increase knowledge sharing  Improve recruiting and onboarding  Manage mergers and acquisitions  Enable and improve workplace safety
  6. 6. Where we started? 0% 10% 20% 30% 40% 50% 60% 70% Knowledge base creation and curation Internal marketing campaign HCM Feedback loops Project workspace Service support escalation and resolution Top Enterprise Social Business Use-cases (internal) R. Wang & Insider Associates, 2011 – State of Social Business (survey).
  7. 7. Main areas of interest of local customers (CZ & SK) 1. Efficiency and real impact of internal communication  Quickly and easily inform various groups, teams or individuals  Share latest news and information from both inside and outside of the company 2. Support innovations with respect to methodologies and policies  Providing latest methodological guidelines, grants and other incentives  Efficient archiving of previous ideas and closed cases - knowledge-building 3. Managing and organizing of projects  Dealing with various projects and activities that are done repeatedly  The need for unified yet flexible environment to support project portfolio 4. Enterprise knowledge-base building  Platform to collectively share, version and archive documents, templates and other materials  Building an open, flexible, enterprise-wide and sustainable knowledge-base 5. Intelligent address book of employees  People with context, identifying real competences  Easy-to-find experts, problems escalation & resolution
  8. 8. Real-life Example: Construction company  Industry: Construction, construction & development company  Type of project: Full enterprise-wide roll-out  Scope: 200 users  Main areas:  Managing +100 projects  Internal comm. (media monitoring)  Employee engagement & feedback  Performance reviews & board meetings
  9. 9. Real-life Example: Healh-care facility  Industry: Health-care, large hospital  Type of project: Small pilot project  Scope: +100 users  Main areas:  Coordination of dozens depts.  Financial agenda and reporting  Internal communication  Policies and templates sharing
  10. 10. Real-life Example: Public sector  Industry: Public, ministry agency  Type of project: Wide-scale support of adoption  Scope: 400 users  Main areas:  Operation programs & grants  Internal communication  Company knowledge-base building  Methodologies and policies
  11. 11. Real-life Example: Political party  Industry: Politics, big political party  Type of project: Pilot project – core team  Scope: +50 users  Main areas:  Regional coordination  Internal communication  Campaigns and events preparation  Knowledge sharing between teams
  12. 12. Real-life Example: University  Industry: Education, University of Economics in Prague  Type of project: Internal pilot on 2 faculties  Scope: +500 users  Main areas:  Support for courses and education  Collaboration of research teams  Conferences and papers preparation  University knowledge-base building  Applied research in the field of ESN
  13. 13. Traps & Pitfalls, Dos & Don’ts Key Success Factors Construction company Healthcare facility Ministry agency Political party University [current project X] Goals & expectations identified & aligned LoB involved from the beginning Official executive lead & support Internal ambassadors Methodology & roadmap Marketing plan Metrics Based on Salvador Gallardo, for more interesting thoughts go to
  14. 14. Where do we go from here? • Coordination • Directed, orchestrated (often one-directional), strictly divided work. • Cooperation • Directed cooperation between multiple groups, teams & business units. • Collaboration • (Un)managed organic collaboration across (and outside) the whole company.
  15. 15. Let us discuss and getSocial!
  16. 16. Contact information  Competence Centre for Collaboration Solutions  Centre founded at FIS VŠE with support of IBM  Applied research in the field of Enterprise Social Networks  Web:  Email: Doc. Ing. Ota Novotný, Ph.D • • Sponsor and coordinator at FIS VŠE Ing. Tomáš Feige • • Collaboration Solutions Ambassador
  17. 17. Backup slides – SocByz Assets
  18. 18. Examples of our Social Business assets: Education, training & personal development communities
  19. 19. Examples of our Social Business assets : Localized manuals, step-by-step course, guides
  20. 20.  Methodology aims at providing guidance and best-practice to achieve:  Safe and secure environment with clear policy and borders, that  supports processes on all business levels, and  provides benefits for both individuals and company. Methodology for adoption of enterprise social networks Public Professional Internal • New customers • Fan-based community • Wide public • Business partners • Suppliers, contractors • Loyal customers • Management • Regular employees • External contractors