I used this deck during my session at SharePoint Connections 2012 in Amsterdam. The topic of the session was implementing social computing in enterprises that use SharePoint.
This document discusses how organizations can work smarter by becoming more collaborative, connected, and dynamic. It notes that significant outperformers are more likely to adopt these "smarter working practices" and highlights how the future workforce will increasingly demand these new ways of working. Specifically, it shows how social networking data reveals trends towards more collaborative behaviors, real-time information sharing, and lifelong social learning. The document advocates that leadership must transition to focus more on partnering, providing on-demand feedback, and decision-making based on social proof and analytics. Executives are encouraged to start participating in these new ways of working and to recruit others to help them continue developing collaborative skills and knowledge sharing.
April is skilled at developing customer affinity, building connections, communicating value, and delivering results. She has strengths in communication, individualization, ideation, learning, marketing collaboration, project management, content creation, and marketing. These strengths would help a business through marketing collaboration, managing projects, and creating content. April stands out because she naturally cares about people, learns about them to welcome them and help others accept them, is drawn to challenges, and enjoys continually learning.
This document discusses how work ethos, purpose, and productivity are changing in enterprises. It argues that while expertise and collaboration are still important, purpose may be the most meaningful driver of work. It notes that jobs have shifted from production to services and from routine to more creative work. As a result, the ideal employee characteristics have changed from orderly and risk-averse to more entrepreneurial traits like creativity, tolerance for risk, and empathy. The document suggests managers need to reconsider how they define and encourage purpose among employees as hierarchical, socialized, or anarchic models. It proposes some ways existing enterprise technologies could be adapted to better support employee purpose.
Three strategic models for social business including the Social Engagement Journey, Relationship Progression and the Social Engagement Matrix. Can be used as either a diagnostic ("Where is our enterprise today?") or a roadmap ("Where does our enterprise want to go in the future?") in creating a social business strategy.
IBM will showcase how they are designing an internal Social Business Strategy that will continue to promote workforce collaboration. This strategy does incorporate all internal functions within the organisation, from IT and Business Intelligence to PR & Marketing; and People & Communications.
The document discusses how emotions differ between personal and professional networks. It finds that while emotions play a key role in both types of networks, professional networks have a more rational and purposeful mindset focused on career goals. Personal networks prioritize socializing and entertainment. The document provides tips for marketers to optimize their messaging by recognizing this mindset divide and framing how brands can help users gain knowledge and success for their careers. Aligning content with the different emotional and information needs of each network type can lead to greater engagement and relationship building.
What if we asked employers to “rethink” the concept of employee engagement?
What if instead of asking them to think top down or bottom up, we asked them to
look left and right?
This document discusses how organizations can work smarter by becoming more collaborative, connected, and dynamic. It notes that significant outperformers are more likely to adopt these "smarter working practices" and highlights how the future workforce will increasingly demand these new ways of working. Specifically, it shows how social networking data reveals trends towards more collaborative behaviors, real-time information sharing, and lifelong social learning. The document advocates that leadership must transition to focus more on partnering, providing on-demand feedback, and decision-making based on social proof and analytics. Executives are encouraged to start participating in these new ways of working and to recruit others to help them continue developing collaborative skills and knowledge sharing.
April is skilled at developing customer affinity, building connections, communicating value, and delivering results. She has strengths in communication, individualization, ideation, learning, marketing collaboration, project management, content creation, and marketing. These strengths would help a business through marketing collaboration, managing projects, and creating content. April stands out because she naturally cares about people, learns about them to welcome them and help others accept them, is drawn to challenges, and enjoys continually learning.
This document discusses how work ethos, purpose, and productivity are changing in enterprises. It argues that while expertise and collaboration are still important, purpose may be the most meaningful driver of work. It notes that jobs have shifted from production to services and from routine to more creative work. As a result, the ideal employee characteristics have changed from orderly and risk-averse to more entrepreneurial traits like creativity, tolerance for risk, and empathy. The document suggests managers need to reconsider how they define and encourage purpose among employees as hierarchical, socialized, or anarchic models. It proposes some ways existing enterprise technologies could be adapted to better support employee purpose.
Three strategic models for social business including the Social Engagement Journey, Relationship Progression and the Social Engagement Matrix. Can be used as either a diagnostic ("Where is our enterprise today?") or a roadmap ("Where does our enterprise want to go in the future?") in creating a social business strategy.
IBM will showcase how they are designing an internal Social Business Strategy that will continue to promote workforce collaboration. This strategy does incorporate all internal functions within the organisation, from IT and Business Intelligence to PR & Marketing; and People & Communications.
The document discusses how emotions differ between personal and professional networks. It finds that while emotions play a key role in both types of networks, professional networks have a more rational and purposeful mindset focused on career goals. Personal networks prioritize socializing and entertainment. The document provides tips for marketers to optimize their messaging by recognizing this mindset divide and framing how brands can help users gain knowledge and success for their careers. Aligning content with the different emotional and information needs of each network type can lead to greater engagement and relationship building.
What if we asked employers to “rethink” the concept of employee engagement?
What if instead of asking them to think top down or bottom up, we asked them to
look left and right?
The document discusses the next generation workplace and unified communications and collaboration (UC&C). It states that UC&C provides an opportunity for the CIO to deliver game-changing value to businesses by fundamentally changing how people collaborate. The next generation workplace framework links people, organizational structures, and work processes with technology to create an exciting, effective, and collaborative work environment. It provides tools for seamless communication and collaboration, regardless of location, to help reduce costs and increase productivity.
TANDBERG is a global leader in video conferencing and collaboration solutions. It offers a full portfolio of endpoints ranging from telepresence studios and rooms to desktop and mobile solutions. Key products include the Telepresence T1 and T3 rooms for executive use, the Profile and Maestro rooms for meetings, the Edge and 1700 for smaller rooms and personal use, and the E20 video phone. TANDBERG prioritizes natural communication, security, and ease of use. It aims to help customers be more productive by enabling multimedia collaboration between people regardless of location.
1) While off-site meetings have faced scrutiny due to budget cuts, they provide important benefits like motivating employees, strengthening relationships, and boosting local economies.
2) Charisma Productions Network has over 25 years of experience producing successful corporate meetings and events. They help companies realize the value of off-site gatherings in building trust and leadership during difficult economic times.
3) Face-to-face meetings are preferred over virtual options for most business objectives as they allow for reading body language, bonding, and stronger relationships critical to business success. Charisma Productions Network provides the services and technology to make meetings more engaging and impactful.
This document provides an agenda and summaries of presentations on Audience Builder and IMH Reporting. The first presentation gives an overview of Audience Builder's segmentation capabilities and consolidated data. The second is a case study on how threadless uses Audience Builder for personalized messaging. The third presents a case study on using Discover, a new IMH reporting tool, for data-driven insights. The last discusses best practices for working with customer data, including stakeholder involvement, data readiness, and post-deployment planning. The document concludes with an open question and answer session.
This document provides information about leadership workshops offered by Mateffy and Company, including workshop descriptions, topics covered, intended audiences, and client testimonials. A variety of 1-day workshops are described that focus on skills like communication, change management, coaching, leadership, and empowerment. The workshops are customized for each client organization and include interactive exercises and case studies. Clients commented that the workshops were informative, practical, and helped improve skills.
This presentation discusses strategies for building an online professional presence and social capital. It focuses on LinkedIn and recommends connecting with contacts, engaging with groups, and publishing content to promote expertise and opportunities. Building relationships online and offline is emphasized to attract leads and convert them into fresh opportunities.
Social Communications: Delivering Winning Internal Communications Programs Wi...Prescient Digital Media
The document discusses best practices for implementing successful internal communications programs using intranet 2.0 technologies. It notes that while new technologies allow for more two-way communication, companies should have a plan and not just adopt tools for their own sake. Key recommendations include setting ground rules, listening to employees, partnering with IT, retaining some traditional methods, and getting executive support. Metrics, personas, use cases, and focusing on employee engagement, not just technology, are presented as important to planning a successful intranet 2.0 strategy.
8th Annual Internal Communication Forum
Getting to the point through Internal Communication
www.arkgroupaustralia.com.au/Events-E030IntComm.htm
Best practice for effective company-wide communication
One-day connected forum and post-forum workshops
Expert panel of speakers representing:
| City of Sydney Council | Deloitte | La Trobe University | Kimberly-Clark Australia | ACE Insurance Limited | ComSuper |
| Macquarie Community College | Research Australia | TM Consultancy | BPS Communications
| Oakton Consulting Technology | Cechange |
Our most recently published article in case you missed it!
The Secrets of Great Internal Brands
www.arkgroupaustralia.com.au/News-internalbrands.htm
Written by:
Barbara Palframan Smith, Director, BPS Communications; Former Convenor and Lecturer, Public Relations Studies, Macquarie University, Sydney; IABC Gold Quill winner
and Simon Covill, Director, Cechange; Manager, Internal Communication - People & Culture, City of Sydney; Former Head of Corporate Relations & Communications, St.George Bank
The document discusses rethinking the vision for "Lhyra" and focuses on social networks. It defines social networks as the interactions between elements in a social environment. It also identifies three types of networks: operational networks that help with routine tasks, personal networks that aid personal development, and strategic networks that help identify business opportunities. The document concludes that effectively managing networks allows one to control unforeseen events and invest in the future by responding to changes and turning them to one's advantage.
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbr...Mathias Gullbrandson
A lecture on Design Thinking and storytelling as methods for business innovation by Mathias Gullbrandson, The Story Lab
The lecture was hold 2011-05-12 during 4 hours at Avega Group, Stockholm, on the theme - Agile development. This presentation is made in Swedish and English.
Marketing service from Lexden. Helping clients to delve into their existing customer insight and intelligence repository. Using proven techniques to unearth new insights to answer existing business challenges.
Unordinary pricing model; clients decide and set fee and timescales - Lexden deliver the value.
Making the Invisible Visible - Cornerstone Convergence Keynote Presentation -...Jason Corsello
Social collaboration will change talent management by enabling more open communication and knowledge sharing across organizations. It allows for innovation to occur across departments rather than in isolated groups. Performance will become more team-focused rather than based on individuals. Social collaboration utilizes social networks, knowledge sharing, conversations, and profiles to connect employees. It can evolve talent management practices like recruiting, performance management and learning into more social and informal models. Companies like Mars have leveraged social collaboration to strengthen connections between employees and drive new opportunities in product development and marketing.
A jargon-free, plain-speak guide for small businesses to really 'get' internet marketing and social media in today's new marketing world. Understand the true meaning of commercial success on the Internet.
The document provides guidance on creating clear and effective data visualizations for presentations. It outlines the basic anatomy of a good chart, including a message title to interpret the data, an exhibit title describing the subject and unit of measure, legends to explain any shadings, footnotes for single elements, and sources. Examples are given of consumer survey results presented in a bar chart, with tips on using quotes to bring the data to life for the audience. The overall message is that clearly communicating findings through slides is as important as the analysis itself for business partners.
LinkedIn offers targeted social media recruitment solutions that can increase applicant rates by up to 400% compared to traditional methods. Their viewer-dynamic targeting displays jobs and company profiles to passive candidates who aren't actively searching but are well-qualified. This expands the candidate pool five-fold while saving time, money and reducing irrelevant applications versus multiple recruiting channels. Detailed analytics also help optimize the employer brand and identify where to source new hires internally or externally on LinkedIn.
The document discusses dimensional modeling and partnering with the business community for data warehousing. It emphasizes the need to partner closely with business users to understand their needs and goals in order to build effective data warehouse solutions. It also stresses the importance of communication, collaboration, continually learning new skills and cultivating problem solvers within the IT team to strengthen the partnership between IT and the business.
How to design for adoption - Dachis Group 3M Social Business SymposiumGia Lyons
The document provides guidance on how to design a social business environment for adoption. It recommends first understanding company objectives, user needs and key scenarios. Then to design for the key characteristics identified while expressing the purpose, calls to action, motivation and examples. The activity flow and structure should be defined to support ease of use. Content and interactions should be seeded with balanced company and user examples. Common pitfalls to avoid include one-way broadcasting, over-branding and over-structuring. The design health should be periodically checked to ensure usability and that objectives are being met.
Companies starting out in social media and those already dipping their toes in the waters can learn what they should and shouldn't do. 10 examples of the good and the bad are shown here. This is intended to be an introduction and not a lesson. Please feel free to comment here or reach out through the channels mentioned here for more information.
This document discusses distributed patterns and includes code examples of consistent hashing, distributed key-value storage using consistent hashing, and a pub-sub messaging pattern using ZeroMQ. It is a blog post by Eric Redmond with code snippets in Ruby demonstrating various distributed system patterns that programmers should know.
The document discusses the next generation workplace and unified communications and collaboration (UC&C). It states that UC&C provides an opportunity for the CIO to deliver game-changing value to businesses by fundamentally changing how people collaborate. The next generation workplace framework links people, organizational structures, and work processes with technology to create an exciting, effective, and collaborative work environment. It provides tools for seamless communication and collaboration, regardless of location, to help reduce costs and increase productivity.
TANDBERG is a global leader in video conferencing and collaboration solutions. It offers a full portfolio of endpoints ranging from telepresence studios and rooms to desktop and mobile solutions. Key products include the Telepresence T1 and T3 rooms for executive use, the Profile and Maestro rooms for meetings, the Edge and 1700 for smaller rooms and personal use, and the E20 video phone. TANDBERG prioritizes natural communication, security, and ease of use. It aims to help customers be more productive by enabling multimedia collaboration between people regardless of location.
1) While off-site meetings have faced scrutiny due to budget cuts, they provide important benefits like motivating employees, strengthening relationships, and boosting local economies.
2) Charisma Productions Network has over 25 years of experience producing successful corporate meetings and events. They help companies realize the value of off-site gatherings in building trust and leadership during difficult economic times.
3) Face-to-face meetings are preferred over virtual options for most business objectives as they allow for reading body language, bonding, and stronger relationships critical to business success. Charisma Productions Network provides the services and technology to make meetings more engaging and impactful.
This document provides an agenda and summaries of presentations on Audience Builder and IMH Reporting. The first presentation gives an overview of Audience Builder's segmentation capabilities and consolidated data. The second is a case study on how threadless uses Audience Builder for personalized messaging. The third presents a case study on using Discover, a new IMH reporting tool, for data-driven insights. The last discusses best practices for working with customer data, including stakeholder involvement, data readiness, and post-deployment planning. The document concludes with an open question and answer session.
This document provides information about leadership workshops offered by Mateffy and Company, including workshop descriptions, topics covered, intended audiences, and client testimonials. A variety of 1-day workshops are described that focus on skills like communication, change management, coaching, leadership, and empowerment. The workshops are customized for each client organization and include interactive exercises and case studies. Clients commented that the workshops were informative, practical, and helped improve skills.
This presentation discusses strategies for building an online professional presence and social capital. It focuses on LinkedIn and recommends connecting with contacts, engaging with groups, and publishing content to promote expertise and opportunities. Building relationships online and offline is emphasized to attract leads and convert them into fresh opportunities.
Social Communications: Delivering Winning Internal Communications Programs Wi...Prescient Digital Media
The document discusses best practices for implementing successful internal communications programs using intranet 2.0 technologies. It notes that while new technologies allow for more two-way communication, companies should have a plan and not just adopt tools for their own sake. Key recommendations include setting ground rules, listening to employees, partnering with IT, retaining some traditional methods, and getting executive support. Metrics, personas, use cases, and focusing on employee engagement, not just technology, are presented as important to planning a successful intranet 2.0 strategy.
8th Annual Internal Communication Forum
Getting to the point through Internal Communication
www.arkgroupaustralia.com.au/Events-E030IntComm.htm
Best practice for effective company-wide communication
One-day connected forum and post-forum workshops
Expert panel of speakers representing:
| City of Sydney Council | Deloitte | La Trobe University | Kimberly-Clark Australia | ACE Insurance Limited | ComSuper |
| Macquarie Community College | Research Australia | TM Consultancy | BPS Communications
| Oakton Consulting Technology | Cechange |
Our most recently published article in case you missed it!
The Secrets of Great Internal Brands
www.arkgroupaustralia.com.au/News-internalbrands.htm
Written by:
Barbara Palframan Smith, Director, BPS Communications; Former Convenor and Lecturer, Public Relations Studies, Macquarie University, Sydney; IABC Gold Quill winner
and Simon Covill, Director, Cechange; Manager, Internal Communication - People & Culture, City of Sydney; Former Head of Corporate Relations & Communications, St.George Bank
The document discusses rethinking the vision for "Lhyra" and focuses on social networks. It defines social networks as the interactions between elements in a social environment. It also identifies three types of networks: operational networks that help with routine tasks, personal networks that aid personal development, and strategic networks that help identify business opportunities. The document concludes that effectively managing networks allows one to control unforeseen events and invest in the future by responding to changes and turning them to one's advantage.
Design thinking & storytelling - föreläsning på Avega Group av Mathias Gullbr...Mathias Gullbrandson
A lecture on Design Thinking and storytelling as methods for business innovation by Mathias Gullbrandson, The Story Lab
The lecture was hold 2011-05-12 during 4 hours at Avega Group, Stockholm, on the theme - Agile development. This presentation is made in Swedish and English.
Marketing service from Lexden. Helping clients to delve into their existing customer insight and intelligence repository. Using proven techniques to unearth new insights to answer existing business challenges.
Unordinary pricing model; clients decide and set fee and timescales - Lexden deliver the value.
Making the Invisible Visible - Cornerstone Convergence Keynote Presentation -...Jason Corsello
Social collaboration will change talent management by enabling more open communication and knowledge sharing across organizations. It allows for innovation to occur across departments rather than in isolated groups. Performance will become more team-focused rather than based on individuals. Social collaboration utilizes social networks, knowledge sharing, conversations, and profiles to connect employees. It can evolve talent management practices like recruiting, performance management and learning into more social and informal models. Companies like Mars have leveraged social collaboration to strengthen connections between employees and drive new opportunities in product development and marketing.
A jargon-free, plain-speak guide for small businesses to really 'get' internet marketing and social media in today's new marketing world. Understand the true meaning of commercial success on the Internet.
The document provides guidance on creating clear and effective data visualizations for presentations. It outlines the basic anatomy of a good chart, including a message title to interpret the data, an exhibit title describing the subject and unit of measure, legends to explain any shadings, footnotes for single elements, and sources. Examples are given of consumer survey results presented in a bar chart, with tips on using quotes to bring the data to life for the audience. The overall message is that clearly communicating findings through slides is as important as the analysis itself for business partners.
LinkedIn offers targeted social media recruitment solutions that can increase applicant rates by up to 400% compared to traditional methods. Their viewer-dynamic targeting displays jobs and company profiles to passive candidates who aren't actively searching but are well-qualified. This expands the candidate pool five-fold while saving time, money and reducing irrelevant applications versus multiple recruiting channels. Detailed analytics also help optimize the employer brand and identify where to source new hires internally or externally on LinkedIn.
The document discusses dimensional modeling and partnering with the business community for data warehousing. It emphasizes the need to partner closely with business users to understand their needs and goals in order to build effective data warehouse solutions. It also stresses the importance of communication, collaboration, continually learning new skills and cultivating problem solvers within the IT team to strengthen the partnership between IT and the business.
How to design for adoption - Dachis Group 3M Social Business SymposiumGia Lyons
The document provides guidance on how to design a social business environment for adoption. It recommends first understanding company objectives, user needs and key scenarios. Then to design for the key characteristics identified while expressing the purpose, calls to action, motivation and examples. The activity flow and structure should be defined to support ease of use. Content and interactions should be seeded with balanced company and user examples. Common pitfalls to avoid include one-way broadcasting, over-branding and over-structuring. The design health should be periodically checked to ensure usability and that objectives are being met.
Companies starting out in social media and those already dipping their toes in the waters can learn what they should and shouldn't do. 10 examples of the good and the bad are shown here. This is intended to be an introduction and not a lesson. Please feel free to comment here or reach out through the channels mentioned here for more information.
This document discusses distributed patterns and includes code examples of consistent hashing, distributed key-value storage using consistent hashing, and a pub-sub messaging pattern using ZeroMQ. It is a blog post by Eric Redmond with code snippets in Ruby demonstrating various distributed system patterns that programmers should know.
The document discusses the importance of design in creating an environment conducive to focus and creative thinking. It notes that clutter restricts the brain's ability to process information effectively. The goal is to reduce background noise through design decisions that add, subtract, multiply or divide elements. Colorful and unique posters, notebooks and t-shirts using bright neon shades and marbled patterns aim to spark interesting conversations and creative ideas mixing at the event on March 9-10, 2013.
El documento describe el proceso de fabricación de materiales cerámicos como ladrillos y tejas. Este proceso incluye las etapas de extracción de arcilla, molienda, amasado, moldeo, corte y apilado, cocción, empaquetado y expedición. Se utilizan las mejores técnicas como la selección cuidadosa de las materias primas, mezclado automatizado y molienda vía seca para producir materiales cerámicos de alta calidad de manera eficiente.
Lcty (Get Social) 2011 Keynote Pc March 2011pchandor
This document provides an overview of social business and how organizations can leverage social technologies. It discusses that the world is becoming more instrumented, interconnected and intelligent. A social business embraces networks of people to create value by being engaged, transparent and nimble. Examples are provided of how companies have driven value through social business approaches. An IBM social business framework and toolkit are outlined to help organizations transform into social businesses.
IBM Connections 4.0 is a social software designed for business use. It empowers users to be more innovative and productive by helping them identify networks of subject matter experts. It facilitates the creation of communities where creative ideas can be exchanged to foster increased business growth. IBM Connections helps teams accomplish their objectives whether they are located locally or distributed globally.
This document discusses leveraging the low cost of Enterprise Linux on IBM System z platforms for collaboration solutions. It highlights the benefits of the System z platform, including near-linear scalability, high availability, reduced infrastructure costs, security, and energy efficiency. It also provides an overview of social business trends like social media, communities, and networking business processes. Case studies are presented of customers who achieved productivity gains and cost savings through IBM's On Demand Workplace solution, which delivers collaboration tools on System z.
This document provides information about a business solutions company called weListen. It offers various software solutions including e-commerce, catalog management, call center support, and online community/membership management. It has experience providing solutions to clients in industries like automotive, finance, and associations. The company focuses on understanding client needs, designing tailored solutions, effective communication during projects, and delivering what clients need without extra features. Its goal is to create flexible solutions that support businesses and that people enjoy using through agile technology and methodologies.
The document discusses how social business can transform organizations. It outlines how social networking and collaboration tools can be used to (1) engage customers through personalized experiences, (2) network business processes both internally and with partners, and (3) analyze social data to improve products, marketing and other areas. Case studies show benefits like increased revenue, faster innovation, and greater productivity. The document advocates developing a social agenda and provides examples of how leading companies are integrating social throughout their organizations.
An enterprise social network can transform how a company promotes talent and collaboration. It allows each employee to easily find expertise across the organization and contribute their own knowledge. By connecting people based on shared roles and interests, social networks foster communities that incubate new ideas. This participatory approach empowers employees to do their jobs better and helps the company exploit talents to build its intellectual capital. Ultimately, conducting business through an enterprise social network may become the best way for a company to operate in today's complex, fast-changing environment.
There are three key areas social media strategists should focus on in whiteboard sessions: gaining insight into social customers, adopting social media company-wide, and operationalizing social media with workflows and processes. Strategists need to understand customer behaviors, track engagement, and identify advocates. They also must gain corporate buy-in, organize internal teams, and provide training and guidance for company-wide adoption. Finally, strategists should establish plans, policies, and integrations to operationalize social media initiatives.
There are three key areas social media strategists should focus on in whiteboard sessions: gaining insight into social customers, adopting social media company-wide, and operationalizing social media with workflows and processes. Gaining insight involves tracking customer behavior, content engagement, conversation histories, and identifying advocates and influencers. Adopting social media company-wide requires buy-in from corporate leadership and identifying teams to utilize social media. Operationalizing social media involves planning content, customer experiences, integration across channels, and measuring return on social media.
There are three key areas social media strategists should focus on in whiteboard sessions: gaining insight into social customers, adopting social media company-wide, and operationalizing social media with workflows and processes. Gaining insight involves tracking customer behavior, content engagement, conversation histories, and identifying advocates and influencers. Adopting social media company-wide requires buy-in from corporate leadership and identifying teams to utilize social media. Operationalizing social media involves planning content, customer experiences, integration across channels, and measuring return on social media.
01 Pam Ibm Sw Day Joburg May 2011 Social Business Pcpchandor
This document discusses how IBM has adopted social business practices to power its large, global operations. It summarizes how IBM uses social collaboration among its 400,000 employees and 100,000 partners to increase productivity, drive innovation, and deepen client relationships. Some key tactics include allowing social tools for communication, crowdsourcing ideas from professional networks, and optimizing the workforce through remote and diverse collaborations.
This document provides an overview of how to transform an organization into a social business. It discusses how social media is changing communication and collaboration, and how this impacts both customers and employees. The document outlines a social business framework and fundamentals, including focusing on people over technology, building connections and enabling collaboration. It provides guidance on establishing communities, empowering employees, delivering impact to customers, and transforming the entire organization into a social business.
Software Exec Summit Social Business Deck 72011pchandor
(1) Social business connects people within organizations and externally to drive collaboration, innovation and business results.
(2) Implementing social business solutions can provide measurable benefits including increased revenues through faster responses to market needs, reduced product development times through improved access to expertise, and lower communication costs.
(3) IBM has successfully transformed into a social business itself, realizing cost savings and productivity gains through the implementation of social collaboration tools for its 400,000 employees worldwide.
At Ideacomb, we had conducted a survey of HR and Talent Management professionals about Role of HR in Innovation. We received comprehensive inputs from professionals across the industry verticals and we are very thankful to all for their time in participating this survey. Find herewith the slides SpadeWorx shared during a Webinar conducted on September 27, 2012.
1) The document discusses how social media is changing business by allowing new ways for people to interact and form relationships.
2) It describes how social media creates opportunities for competitive advantage by integrating social technologies into business processes like marketing, customer service, IT, and talent management.
3) IBM provides a social business platform and ecosystem that helps companies harness social media and leverage network effects to disrupt industries and gain competitive advantages like improving productivity and customer experiences.
CeBIT Keynote: Rethinking Work. The Next Chapter in Social CollaborationSameer Patel
1) Enterprise social software has seen significant growth but adoption by employees has been low, with most employees never using their company's social platform.
2) Social collaboration in businesses currently happens in isolation from actual business processes and applications.
3) The transformational opportunity for social collaboration comes from closing this gap by surfacing social features and collaboration at the point where business decisions are made, actions are taken, and processes are executed. This would allow social collaboration to directly drive key business metrics like revenue, costs, risks, and more.
Presentation given by Dion Hinchcliffe at Enterprise 2.0 San Francisco 2009. Focused on climbing the maturity curve of process and methods for enterprise social computing.
This document discusses Team Chinars portfolio of product engineering, value added, and enterprise business solutions services focused on industries including media, retail and distribution. It highlights ExcelShores operational excellence model and centers of excellence in areas such as cloud computing, business intelligence and ecommerce. The document emphasizes that responsiveness, quality and consistency are keys for survival in industries they serve.
Social Business: Engaging Customers and Putting your Content into a Social Co...IBM Danmark
This document discusses social business and putting content into a social context. It covers evolving customer channels and the new consumer, defining social business, moving from content to context, finding business value in being social, and examples of social business in action. The document emphasizes becoming more engaged, transparent, and nimble as a social business by embracing networks of people to create business value.
Similar to 20121021 sp connections-social-talk-runningapilot-final (20)
3. SharePoint
Bert Jan
Consultant
van der Steeg Trainer (MCT)
Current projects:
http://nl.linkedin.com/in/bertjanvandersteeg
Social Business
Implementation @bertjanvdsteeg
SharePoint facebook.com/bjvds
Competence Center
4. Question 23
You’re a <fill in the blanks here> and
you’ve been tasked with implementing
an enterprise social networking solution
in your company. You’ve gathered
relevant information and you’re ready
to get started. But where? And how?
5. show of hands
Is implementing
or is planning to
implement
6. show of hands
planning to
implementing ready, we’re
not planning investigating implement in
as we speak done
near future
7. agenda
what why how
Definition. What are Context. Goals. Implementing.
we talking about Benefits. Evaluating.
here.
8. Using an activity
stream instead
of e-mail to
communicate
Facebook
for the
enterprise
What
9. enterprise social
2.0 collaboration
[ working out loud ]
social enterprise
business social
networking
12. Social business is what
companies need to
become, not a description
of an incremental feature
or business function.
Nothing
endures
but change
HERACLITUS
14. pride in a digital world
sense of
empowered
belonging
accomplished
learn 90% from motivated
experience and others
15. How we
From point-to-point to social
communicate
How we
Hierarchies to communities
organize
How we
Central output to peer output
create
Were value
Hierarchies to networks
comes from
disruptive
16. The Ten Tenets of Social Business*
1 Anyone can participate.
2 Create shared value by default.
3 While participation is self-organizing, the focus is on business outcomes.
4 Enlist a large enough community to derive the desired result.
5 Engage the right community for the business purpose.
6 Participation can take any direction. Be prepared for it, and take
advantage of it.
7 Eliminate all potential barriers to participation. Ease of use is essential.
8 Listen to and engage continuously with all relevant social business
conversations.
9 The tone and language of social business are most effective when they're
casual and human.
10 The most effective social business activities are deeply integrated into the
flow of work.
Dion Hinchcliffe, Peter Kim, Social Business By Design
22. people who care are more productive
only
engaged employees
employees 92% 14% are more
innovative200%
satisfied with their job with less
have an emotional
relationship to their work
41% sick days
emotions are key to human productivity
23. it’s not a straight line
expressing recognizing
emotions emotions
read a face
smile digitally attention like badge social KPI
digitally
follow sentiment
24. break
innovation corporate
information
management comms
silos
decrease time easier access expertise
to market to knowledge discovery
improve new
mobile rewards
hire
workforce &
onboarding
enablement recognition
process
25.
26. strategy adoption
people
change business goals reputation
champions
executive
reward
sponsoring
27. Benefits of Enterprise 2.0
INCREASED SPEED OF ACCESS TO KNOWLEDGE 77%
REDUCED COMMUNICATION COSTS 60%
INCREASED SPEED OF ACCESS TO EXPERTS 52%
DECREASED TRAVEL COSTS 44%
INCREASED EMPLOYEE SATISFACTION 41%
REDUCED OPERATION COSTS 40%
REDUCED TIME TO MARKET 29%
INCREASED # OF SUCCESSFUL INNOVATIONS 28%
INCREASED REVENUE 18%
1598 respondents 0% 10% 20% 30% 40% 50% 60% 70% 80%
Source: “The Rise of the networked enterprise: Web 2.0 finds its payday”, McKinsey & Company
28. Email
reduction
Easier access
to people
Dead portal
replacement
Innovation
How management
29.
30. Culture
storyline
Business
storyline
storyline
storyline
Functional
Technology
Create urgency
journey
Prepare for the
Form a powerful
coalition
Create a vision for
Make a plan
change
Communicate the
vision
Remove obstacles
Make it happen
Kotter's 8-Step Change Model
Create short term wins
Build on the change
Success-story pattern
Consolidate
Anchor the changes
in corporate culture
Level of involvement / effect
31. #5 It’s not about the technology.
(Don’t forget about the tech…)
Information Central Admin Tool mapping
UX Search
architecture settings
Metadata Usability Search social Configuration Map
Columns Web parts Index tags Deployment to functionality
Content types Features Integrate with webapps to tooling
Integration content search Scalability
Employee Performance
centric social
Intranet
32. #4 Deliver Value
By 2014 social networking services will replace email as the
primary vehicle for interpersonal communications for 20%
of business users.*
Understand pain points by business group and fix them,
incorporating fix into daily work flow
Address individual benefit in addition to organizational
benefit
*Source ”Predicts 2010: Social Software is an Enterprise reality”, Gartner
33. #3 Education
Set up a Help and Resources community where people
can target questions and find videos and docs
Use in-person sessions (and webinars) at launch to
identify evangelists/ambassadors
You don’t have to create everything at the start
Focus on the BENEFITS, not on the technology
Teach execs how they can interact and reinforce
Remember new employees
34. #2 Communication
Focus on individual BENEFIT
Enlist champions to reinforce specific messages by group
Have fun. Before and after videos. Easter Eggs.
Scavenger hunt. Promotions.
Get feedback and act on it
You’re never finished
Share success stories
35. #1 Community Managers
Invest in this vital resource
Educate and nurture
For the more important communities,
make it part of their job description
and performance review.
You need a dedicated resource to
nurture, educate, evangelize, and
drive value = Community Evangelist
36. Measure success
reduced e-mail anecdotes
number of posts surveys
profile completeness employee satisfaction
badges awarded
quantitative qualitative
37. Not IT driven
Most IT-driven projects fail
Demand has to come from business
Deliver value
Content
Critical mass
Education
Help and feedback site
Communication
Strategy
Regular follow up
Challenge people
Community Managers
Gardeners / shepherds
Both technical and functional contact
Encourage and incentivise people to participate.