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•	 You constantly reflect upon what you have 	 	
	 learnt, what you know.
•	 You turn thoughts into language
	 (spoken or ...
“Working Out Loud is more
than just about using technology.
It’s about helping people feel better:
empowered, generous, co...
More time.
	
Increased productivity
and social cohesion
		
Knowledge sharing
occurs more naturally.
	
Team limits fade out...
More time
• Team meetings have become more efficient and
   discussions are about real content. Background
   information ...
Increased productivity and social cohesion
• People get their questions answered faster.
• Sharing draft versions prompts ...
Knowledge sharing
occurs more naturally
Sounds like a paradox but by posting an addressee-less
message (an email needs an ...
Team limits fade out,
cross-silo communication.
• People can easily find out what’s cooking in
    different teams.
		
• E...
They prefer MS SharePoint to e-mail to
communicate with team members. They use
short messages (microblogging).
Everyone co...
It’s not the messenger who filters now,
but the recipient.
The messenger doesn’t know who is going to read the
messages.
Create a safe environment, a safe setting
Teach them how to master micro-blogging
specific language
Give them ideas about ...
Create a safe environment,
a safe setting
	
At a first stage people will only share knowledge
within their own teams, as w...
Teach them how to master
micro-blogging specific language
	
Sharing knowledge through enterprise social networks          ...
Give them ideas about topics they
can write about
	
It isn’t always obvious for people to know what to write
about. “Who c...
Teach them how to avoid
information overload
People were taught they should be cautious
about which people and what topics...
Spell out what the expected behaviour
is, even for (senior) management,
they should set the example.
Only this way can the...
Some examples of the expected behaviour
as spelled out by KBC in their experiment.
Be brief
Be authentic	
	
Be positive
	
Be present
	
Microblogs are short.
Use hyper links to elaborate on a 	subject.
When...
Experiment started as a bottom up
initiative.
It’s a grassroots (bottom up) initiative whereby people are
inspired by seei...
Was this an easy thing to do?
Certainly not!
Even after 6 months, Working out Loud is not
self-evident. Filtering relevant...
7 tips how to work out loud. Success case from Belgium. Experiment  at KBC bank.
7 tips how to work out loud. Success case from Belgium. Experiment  at KBC bank.
7 tips how to work out loud. Success case from Belgium. Experiment  at KBC bank.
7 tips how to work out loud. Success case from Belgium. Experiment  at KBC bank.
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7 tips how to work out loud. Success case from Belgium. Experiment at KBC bank.

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At KBC they started working out loud as an experiment. What are the results? KBC shares his lessons learned.

Published in: Business

7 tips how to work out loud. Success case from Belgium. Experiment at KBC bank.

  1. 1. • You constantly reflect upon what you have learnt, what you know. • You turn thoughts into language (spoken or written). • You share this knowledge via social technologies (Yammer, Slack, IBM Connect, You Tube, MS SharePoint, Newsfeed, LinkedIn, Facebook). KBC uses MS SharePoint. By sharing knowledge and reacting to other people’s posts you build up a powerful network.
  2. 2. “Working Out Loud is more than just about using technology. It’s about helping people feel better: empowered, generous, connected.” John Stepper
  3. 3. More time. Increased productivity and social cohesion Knowledge sharing occurs more naturally. Team limits fade out, cross-silo communication.
  4. 4. More time • Team meetings have become more efficient and discussions are about real content. Background information is now shared before the meeting. • Knowledge flows faster, so there is less ‘reinventing the wheel’. • Know-how is exchanged more efficiently.
  5. 5. Increased productivity and social cohesion • People get their questions answered faster. • Sharing draft versions prompts good feedback, so the final version is always better than that of a ‘one-man-band’ = co-creation. • Employees grow in their jobs: they receive feedback from more colleagues, and can appear from the most unexpected corners of the organisation. • It creates virtual proximity for home workers.
  6. 6. Knowledge sharing occurs more naturally Sounds like a paradox but by posting an addressee-less message (an email needs an addressee to make it get some where), your question will get to the right person sooner, and not necessarily to the one you expected it to.
  7. 7. Team limits fade out, cross-silo communication. • People can easily find out what’s cooking in different teams. • Employees can interact with people they didn’t know before. “We are growing towards a more network-based organisation.”
  8. 8. They prefer MS SharePoint to e-mail to communicate with team members. They use short messages (microblogging). Everyone communicates and checks out these messages at their own pace: begin- ning or end of the day, or after a meeting. Teams communicate more often with other teams.
  9. 9. It’s not the messenger who filters now, but the recipient. The messenger doesn’t know who is going to read the messages.
  10. 10. Create a safe environment, a safe setting Teach them how to master micro-blogging specific language Give them ideas about topics they can write about Teach them how to avoid information overload Spell out what the expected behavior is Experiment started as a bottom up initiative
  11. 11. Create a safe environment, a safe setting At a first stage people will only share knowledge within their own teams, as well as with trusted colleagues.
  12. 12. Teach them how to master micro-blogging specific language Sharing knowledge through enterprise social networks requires a specific language. People were shown how to master this “new” language. They were given recommen- dations on the elements for a successful post. In the beginning, people were asked to provide feedback on each other’s posts (too long, too complex...).
  13. 13. Give them ideas about topics they can write about It isn’t always obvious for people to know what to write about. “Who could find my knowledge interesting?” A good starting point is: • What are you doing now? • What was the conclusion of the meetings you participated in? • Ask for feedback on a document not finished yet (drafts, storylines, minimum viable products etc…). • Share a link to an interesting blogpost, an article … • Announce a delivery.
  14. 14. Teach them how to avoid information overload People were taught they should be cautious about which people and what topics they want to follow.
  15. 15. Spell out what the expected behaviour is, even for (senior) management, they should set the example. Only this way can the expected behaviour be made clear.
  16. 16. Some examples of the expected behaviour as spelled out by KBC in their experiment.
  17. 17. Be brief Be authentic Be positive Be present Microblogs are short. Use hyper links to elaborate on a subject. When you are promoting a project offline, don’t forget to mention it online. Post about topics you want to be known for. Encourage people to respond postitively on a post. For less positive feedback, use other chan- nels. React quickly. Being present on social me- dia is not ‘a to do’ to save up until the end of the week.
  18. 18. Experiment started as a bottom up initiative. It’s a grassroots (bottom up) initiative whereby people are inspired by seeing/knowing what other, teams are up to. This is how the approach is spread across the organisation, with no “pressure”, no “musts”.
  19. 19. Was this an easy thing to do? Certainly not! Even after 6 months, Working out Loud is not self-evident. Filtering relevant information is still difficult and e-mailing stays a persistant habit. It remains an on-going experiment.

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