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BLUG 2012: Get social but not THAT social

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BLUG 2012: Get social but not THAT social

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Presentation giving during BLUG Conference at Antwerp 23 -3-2012
"Company regulation versus personal individuality, how do you get your employees to be responsible partners in a Social Business and how do you weigh freedom versus restriction? The whole Social Business idea is based on the idea of each individual having an intrinsic value to the organization that isn't necessarily linked to its role within the organization alone. This begs the question of how to tap this resource without losing control and how to implement and regulate the changes that are going to be needed. How much of this can you regulate (top-down) and how much do you allow to evolve (bottom-up)? Setting up predefined structures and communities (pushing) versus allowing users to instigate the community building, allowing free input and self-empowerment (pulling).
This session will highlight the difficulties and choices a company will face while making the transition into a Social Business and offer ideas and guidelines on how to do so."

Presentation giving during BLUG Conference at Antwerp 23 -3-2012
"Company regulation versus personal individuality, how do you get your employees to be responsible partners in a Social Business and how do you weigh freedom versus restriction? The whole Social Business idea is based on the idea of each individual having an intrinsic value to the organization that isn't necessarily linked to its role within the organization alone. This begs the question of how to tap this resource without losing control and how to implement and regulate the changes that are going to be needed. How much of this can you regulate (top-down) and how much do you allow to evolve (bottom-up)? Setting up predefined structures and communities (pushing) versus allowing users to instigate the community building, allowing free input and self-empowerment (pulling).
This session will highlight the difficulties and choices a company will face while making the transition into a Social Business and offer ideas and guidelines on how to do so."

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BLUG 2012: Get social but not THAT social

  1. 1. Get social but not THAT social
  2. 2. @FemkeGoedhart Business Consultant passionate Critical blogger Usability Social Media Creative Redbook Thought Leader IBM Development Silverside Document Management Co- worker Listener Consultant Lotus Runner Social Business volunteer Enthusiastic Tester Author languages Judge Administration Functional design Business process modelling Connections Friend Until proven differently: Life is Awesome!
  3. 3. Social Business “An organization that has put in place the strategies, technologies and processes to systematically engage all the individuals of its ecosystem (employees, customers, partners, suppliers) to maximize the co-created value” http://www.socialbusinessforum.com/what-is-social-business/
  4. 4. TraditionalBusiness F1 = Commit F10 = Exit Data driven
  5. 5. Connection driven
  6. 6. Company Internal External Employee
  7. 7. Social = Tools? Profiles Home page Find the people you need See what's happening across your social network Communities Social Analytics Work with people who share common Discover who and what you don’t know via roles and expertise recommendations Files Post, share, and discover documents, Micro-blogging presentations, images, and more Reach out for help your social network Wikis Bookmarks Create web content together Save, share, and discover bookmarks Activities Ideation Blogs Organize your work and tap your Gather structured feedback through Ideation Blogs professional network from customers/employees Forums Exchange ideas with, and benefit from the Blogs expertise of others Present your own ideas, and learn from others Media Gallery Upload images and videos for viewing and share inline in community
  8. 8. NO! Hi! Hello It’s about being engaged, tools are just a medium
  9. 9. Culture Talk Critical Culture Openness Creative Learn Culture Transparency Culture Culture Listen Culture Discuss Nimble voluntary Enthusiasm adoption Trust Culture Culture Communication Culture Consideration Culture Responsibility respect Culture mentality contribution IT’S ALL ABOUT CULTURE!
  10. 10. Social?
  11. 11. Collaborate
  12. 12. Benefits of being social Attract & Retain Talent Improve Reduce Risk Morale & Satisfaction Foster Enhance Innovation Productivity Drive Growth & Performance
  13. 13. Social benefits • 87% of IBMers collaborating with others in communities increase their skills • 84% are able to access experts quicker • 74% increase their productivity • 64% improve their personal reputation IBM Market Insigths, July 2007 Survey of over 2200 GTS Employees
  14. 14. Rigid Hierarchical structures
  15. 15. Or is a new way of connecting needed? Good day! How Can I help? HELP! Hello Welcome Hi Can What do someone you think? help me? What are you Did you working see this? on?
  16. 16. Join forces Community: An interactive group of people joined together by a common topic of interest.
  17. 17. User types The Creator: Creates and shares content, writes blogs, instigates change and starts creative processes The Critic: Responds to content created by others, reviews and updates Wikis The Collector: Organizes data, collects bookmarks, tags others data, loves to structure in Communities The Joiner: A conversationalist who loves to be connected and to communicate but doesn’t necessary adds or updates much content The Spectator: The silent onlooker. Consumer of data but hardly ever contributes or joins in the conversation The Inactive: The ones that are there but not there. Those that simply won’t use Social Business and will if possible revert back to old structures and sources
  18. 18. Governance
  19. 19. Guidelines & Policy • Stimulate versus regulate • Involve your users and ask them for input. They are much more likely to follow and feel connected to it if you do. • Refer to existing contract stipulations, NDA’s & Code of Conduct, don’t simply repeat what is in there already • Make it relevant to your situation • Don’t make it overly broad. You will never catch all possible situations
  20. 20. Etiquette Etiquette = Manners + Principles Manners depend on culture, location and context while principles remain. Respect Honesty Consideration Growing and evolving, not static!
  21. 21. Culture, location & context Connecting across cultures requires understanding and respect.
  22. 22. Control The most effective • Governance board means of etiquette • Community managers control rely less on • Education & training rules and sanctions, • Materials & resources and more on norms, • Ongoing monitoring values and the and evaluation influence of peers. http://public.dhe.ibm.com/common/ssi/ecm/en/epw14014usen/EPW14014USEN.PDF
  23. 23. Trust or control? Contracts, policies, guidelines, Responsibility NDA’s, Monitoring Loyalty Involvement Training, education, support Commitment Encouragement & Trust empowerment Respect Transparency Leadership Openness
  24. 24. Lead by Example • • Train the Trainer Early Adopters Practise • • Champions Leadership! what you preach
  25. 25. Keep it positive Don’t tell them what they do wrong, tell them how to do it better! Train Teach Learn Explore Experiment
  26. 26. And when they mess up?!? Identify Incorporate Correct Extrapolate Learn Educate You can’t undo what has already been done but you can learn from it!
  27. 27. Power of a thank you Engage Respond Validate Acknowledge
  28. 28. Negative feedback and criticism • Choose the right platform: Private vs. public? • Always try to see the bigger picture. What is it that you want to achieve: Educate or Correct? • Peer-reviews
  29. 29. Learning curve, let Give the social Initial spike in your users process a chance to ‘irrelevant’ content experiment correct itself Make people aware An irrelevant what your goals are discussion might lead but let them find their to relevant content own ways of doing so
  30. 30. Anarchy & ‘lolcats’?
  31. 31. External facing Why should • Respect the stake external facing everyone has in the behaviour be process different from • Make sure you specify clear guidelines internal behaviour • Make sure people if you trust your know where to turn to people to be for help responsible?
  32. 32. Starting a social revolution Analyze your corporate culture celebrate Monitor and Identify your evaluate ‘win’ points Iterate & Improve Energize Activate Identify potential Spread the news! risks/restrictions Don’t wait for the perfect moment: JUST DO IT! Energize Set up guidelines management & policies Locate possible Determine the champions and tools you need early adopters Create training / campaign materials
  33. 33. De toekomst?

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