Provides guidelines to get the most from online and offline (and mixed) collaborations. Material presented at Booth Alumni Club of Chicago event April 21 2010
Yammer Groups and Business Value - Does size matter?pekadad
This presentation provides an analysis of the relationship between the size of a community (or Yammer group as a proxy for a community) and the business value that can be derived from the community.
It looks at a variety of factors across a large set of communities to conclude that, yes, size does matter.
Novell developed community metrics to measure and track membership, activity, and performance within its communities of practice program. Membership was defined as subscription to a community's mailing lists. Activity was measured by posts to mailing lists. With these basic definitions and metrics, Novell was able to analyze membership sizes, growth rates, demographics, levels of activity, and connect community involvement to employee performance management. More advanced metrics also explored relationships between metrics and knowledge flow within communities.
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
Knowledge management will play an important role in addressing the consumerization of IT and the changing role of IT departments. As more technologies originate from the consumer space, knowledge management strategies will be needed to capture, organize, and facilitate access to both explicit and tacit knowledge across the organization. Some knowledge management areas that may see increased demand include community management, social collaboration, taxonomy and tagging, curation, analytics and business intelligence, and change management as IT departments aim to embrace new technologies while mitigating risks. Effective change management approaches focus on starting with early adopters, addressing concerns of the skeptical, and demonstrating clear value to critics in order to drive organizational adoption of new ways of working.
This document outlines a presentation on effective communication for collaboration. It discusses defining goals and outcomes, models of collaboration including relationship stages, the benefits and barriers to collaboration, and key aspects of the collaboration process. Communication is identified as essential for collaboration. Active listening techniques are described, and participants are guided through an exercise to identify collaboration goals, potential partners, and a communication plan. Overall, the presentation provides guidance on how to effectively communicate and collaborate through defining goals, identifying partners, communication strategies, taking action, and assessing outcomes.
The document summarizes a roundtable discussion on the future of the social web hosted by Forrester Research. 38 representatives from brands and social media companies generated 4 predictions for the future of the social web. They then identified challenges for each prediction and brainstormed solutions in breakout sessions. The predictions focused on communities participating in all aspects of business, brands engaging with organic communities, work styles evolving through broader collaboration, and single user identities with multiple facets. Challenges and potential solutions were discussed for bringing each prediction to fruition.
This document provides you an overview of Strategic Doing, the protocol for designing and guiding complex collaborations with simple rules.
If you have questions about Strategic Doing, please contact
The document outlines an agenda and discussion for a meeting to develop a leadership report on fostering network strategies. It discusses the project goals of increasing social change impact through leadership competencies for networks. It reviews the draft synthesis and seeks feedback on moving it forward. It also discusses content strategy, co-branding opportunities, and next steps to finalize the report.
Yammer Groups and Business Value - Does size matter?pekadad
This presentation provides an analysis of the relationship between the size of a community (or Yammer group as a proxy for a community) and the business value that can be derived from the community.
It looks at a variety of factors across a large set of communities to conclude that, yes, size does matter.
Novell developed community metrics to measure and track membership, activity, and performance within its communities of practice program. Membership was defined as subscription to a community's mailing lists. Activity was measured by posts to mailing lists. With these basic definitions and metrics, Novell was able to analyze membership sizes, growth rates, demographics, levels of activity, and connect community involvement to employee performance management. More advanced metrics also explored relationships between metrics and knowledge flow within communities.
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
Knowledge management will play an important role in addressing the consumerization of IT and the changing role of IT departments. As more technologies originate from the consumer space, knowledge management strategies will be needed to capture, organize, and facilitate access to both explicit and tacit knowledge across the organization. Some knowledge management areas that may see increased demand include community management, social collaboration, taxonomy and tagging, curation, analytics and business intelligence, and change management as IT departments aim to embrace new technologies while mitigating risks. Effective change management approaches focus on starting with early adopters, addressing concerns of the skeptical, and demonstrating clear value to critics in order to drive organizational adoption of new ways of working.
This document outlines a presentation on effective communication for collaboration. It discusses defining goals and outcomes, models of collaboration including relationship stages, the benefits and barriers to collaboration, and key aspects of the collaboration process. Communication is identified as essential for collaboration. Active listening techniques are described, and participants are guided through an exercise to identify collaboration goals, potential partners, and a communication plan. Overall, the presentation provides guidance on how to effectively communicate and collaborate through defining goals, identifying partners, communication strategies, taking action, and assessing outcomes.
The document summarizes a roundtable discussion on the future of the social web hosted by Forrester Research. 38 representatives from brands and social media companies generated 4 predictions for the future of the social web. They then identified challenges for each prediction and brainstormed solutions in breakout sessions. The predictions focused on communities participating in all aspects of business, brands engaging with organic communities, work styles evolving through broader collaboration, and single user identities with multiple facets. Challenges and potential solutions were discussed for bringing each prediction to fruition.
This document provides you an overview of Strategic Doing, the protocol for designing and guiding complex collaborations with simple rules.
If you have questions about Strategic Doing, please contact
The document outlines an agenda and discussion for a meeting to develop a leadership report on fostering network strategies. It discusses the project goals of increasing social change impact through leadership competencies for networks. It reviews the draft synthesis and seeks feedback on moving it forward. It also discusses content strategy, co-branding opportunities, and next steps to finalize the report.
Driving Social Business Transformation with The Microsoft Platform - Symon Ga...SPC Adriatics
Recent research by MIT Sloan Management shows that 70% of CEO’s believe that Social Business will important to their organisation within three years, and that many believe that social business offers opportunities to transform their organisations. But many organisations are being held back due to a lack of strategy, no clear business case or value proposition and competing priorities. Industry analysts Gartner estimates that 80% of social business efforts will fail.
This session will define clearly define social business, show how to align social business initiatives with competitive strategy and present a framework for social business transformation using Microsoft technologies including SharePoint, Office365, Yammer and Dynamics CRM. Based on a blend of consulting expertise, real world stories and on-going doctoral research we go beyond sound bites, rhetoric, and anecdotes and deliver practical guidance grounded in management science and experience that will enable you to complete your successful social business transformation.
Leadership | Technology | Client Experience (CX) Presentation Topics by Vicki...Vicki van Alphen
I have the great fortune of helping clients to hone their leadership skills to be the best versions of themselves. There is likely to be something relevant to a variety of professionals ranging from CIOs, Office of the CIO, CEO, CFO, Organizational Change Management (OCM) leaders, Digital Strategists, Change Agents, Customer Success leaders, and anyone looking to amplify leadership strengths in their organization.
This document discusses a study on the impact of knowledge sharing on organizational learning and effectiveness. The study surveyed 499 employees across nine hotels in Taiwan. It found that knowledge sharing has a positive linear relationship with organizational learning, and significantly contributes to it. Additionally, knowledge sharing, organizational learning, and organizational effectiveness were shown to have a positive relationship through regression analysis. The study concludes that knowledge sharing positively influences organizational learning and effectiveness.
This document summarizes a meeting of the Peer Exchange Group 2 on measuring networked nonprofits. The meeting focused on learning culmination and included peer assists from Community Catalyst and ZERO1. Community Catalyst discussed using social media to advance payment reform and their key performance metrics for a pilot project. ZERO1 discussed KD Paine's basic steps for defining results, selecting metrics, and turning data into action. The meeting concluded with a reflection on learning and planning for future work. Participants were asked to complete a survey to provide feedback.
A Community of Practice (CoP) is an informal group that comes together around a common interest or need. There are several types of CoPs, including those focused on problem solving, knowledge sharing, best practices, and innovation. CoPs are self-organizing and non-hierarchical. They provide benefits like faster problem solving, knowledge sharing, and skill development. To establish a CoP, a facilitator identifies the business need and determines the value in addressing it through a CoP rather than other means. The facilitator then works to engage potential members and establish operating principles for the group.
This document discusses social learning and defines it as learning that is social by nature because humans are inherently social beings. Social learning aims to empower practitioners to form learning partnerships to create personal and organizational value. It can take the form of collaborative or informal learning. The document notes that social learning is not just a technical solution or communications channel, but a set of behaviors. While not entirely new, social media now enables social learning to occur across networks and a changing work environment. Success requires focusing on business needs, embedding social learning in workflows, identifying communities of interest, and cultivating trust through openness and transparency.
Collaboration requires communication and is a network phenomenon that comprises social negotiation and delineation of interests and objectives. Collaboration can be explicit in small groups but is implicit in large groups due to the concept of stigmergy. Collaboration results in creative outputs like tasks, knowledge, learning, decisions, and innovation. Effective collaboration involves engagement, imagination, alignment, and innovation to build knowledge through a shared discourse and commitment to knowledge advancement. Collaborative decision making focuses on the process rather than individuals and uses knowledge building principles to iteratively improve ideas. When deciding how to collaborate for innovation, organizations should consider whether network membership and governance should be open or closed, and flat or hierarchical.
Gordon Vala-Webb presents a framework for developing a collaboration strategy. The strategy involves:
1) Defining business outcomes from collaboration.
2) Focusing efforts on specific people, tasks, and types of collaboration.
3) Nurturing new ways of working by addressing psychological needs.
4) Measuring collaboration activities and outcomes to evaluate progress.
5) Revising the strategy based on feedback to accelerate or stop certain approaches.
The presentation provides examples of collaboration tools and challenges of implementing new strategies in organizations. Attendees are engaged in exercises to apply the framework to their own contexts.
The document summarizes a presentation about measuring the value of a knowledge management strategy at Deloitte Consulting. It discusses Deloitte's business challenges, approach to knowledge management focusing on content, culture and connectivity, and how it determines and measures value in its KM strategy, including identifying stakeholders, articulating benefits, and understanding value through a knowledge value continuum.
The NYC Sustained Global Impact Community of Practice (COP) is a new forum launched in October 2016 for professionals in New York City working in international development and global social impact to share ideas, lessons learned, and collaborate on solutions. The COP aims to connect traditional actors like the UN and non-profits with consultants, social entrepreneurs, academics, and the private sector. Meetings feature speakers on topics like organizational sustainability and design thinking to foster lasting impact. Membership is open to experienced practitioners interested in ongoing knowledge sharing and collaboration across sectors.
Strategic Doing is an agile strategy discipline that enables people to quickly form action-oriented collaborations, guide them toward measurable outcomes, and make adjustments along the way. It focuses conversations on the critical questions of "Where are we going?" and "How will we get there?". Strategic Doing has evolved from over 25 years of applying agile strategic practices to complex environments. The Strategic Doing Design Team continues to develop and improve the discipline through practitioner training programs, workshops, and collaboration tools.
The Social Façade: Integrating Social Media into Internal Processes and CultureOur Social Times
The Social Façade: Integrating Social Media into Internal Processes and Culture was delivered by Richard Hughes (Broadvision) at The Social Customer 2012 Paris
Is your company's social media presence just a facade, hiding the same old business-as-usual anti-social working practices inside your organization?
For a video of this presentation, see http://www.broadvision.com/blog/blog/2012/09/27/the-social-facade/
This document provides an overview of digital thinking and insights on evolving digital strategies. It discusses the importance of having a diverse array of strategic, creative, technological, and subject matter expertise when developing digital programs. Several articles are summarized that discuss topics like social media and employee engagement, ethics in social media, online media and investor relations, and developing effective social media monitoring strategies. The document advocates for a holistic approach to digital that considers all stakeholders and drives business goals.
The webinar is being presented by Professor Becky Malby and Liz Maddocks-Brown. Prof. Malby has experience in systems innovation, organizational change, and leadership development in both the public and private sectors in the UK and internationally. Liz Maddocks-Brown has over 30 years of experience in the public sector, especially leading organizational change initiatives in the NHS. The webinar will focus on what it takes to be an effective network leader, exploring topics like the roles and responsibilities of network leadership, facilitating peer relationships, and sustaining networks over time. Participants will be encouraged to ask questions in the chat box.
Network Masterclass - Sustaining your Network Becky Malby
The document summarizes a webinar on sustaining networks that will be presented by Liz Maddocks-Brown, Prof. Becky Malby, and Rob Cockburn. The webinar will cover how to make the best use of network membership, generate shared knowledge and impact, and sustain networks into the future. It provides biographies of the three presenters and outlines the learning objectives and topics that will be covered in the webinar.
Great ideas, innovation, and sustainable solutions are what we all hope for when corporations and nonprofits come together to achieve a goal. The results of high quality partnerships can be powerful, yet the hard work required to discover and effectively maximize the strengths of each organization requires creativity, discipline, and commitment. Are you looking for new insights on how to build and sustain strategic partnerships? Do you want to better equip your organization to face potential partnership obstacles?
The document discusses fostering a culture of collective impact. It begins with an agenda for a meeting on collective impact which includes introductions, why pursue collective impact, what collective impact is, examples in communities, backbone organizations, and creating a plan. It then defines collective impact as a commitment by actors from different sectors to a common agenda for solving a social problem. The five conditions for collective impact are also outlined.
Relationships and virtual collaboration designDavid Friedman
How thinking concretely about and supporting 1-to-1 relationships within a collaboration can make it much more effective. Was the basis of a discussion at the Radical Real Time online Unconference on June 5, 2010
This document summarizes a presentation on developing and sustaining community partnerships. It discusses determining all stakeholders in a partnership, collecting input from stakeholders to create shared goals and plans, and addressing challenges through effective communication and utilizing each partner's unique resources. Key lessons are that partnerships require reexamining membership and goals over time, collecting diverse stakeholder input, ensuring all voices feel included through communication, and acknowledging different partner goals and resources to create shared ownership.
This document discusses design collaboration and the key elements involved. It describes collaboration as involving motivation, diversity, sharing, communication, support, and problem solving. The design process is also outlined, involving discover, define, develop, and deliver phases. Different models of collaboration are presented, including open/hierarchical, open/flat, closed/hierarchical, and closed/flat. Social networking technologies and mechanisms for conversation, coordination, and collaborative ethnography are also covered.
Driving Social Business Transformation with The Microsoft Platform - Symon Ga...SPC Adriatics
Recent research by MIT Sloan Management shows that 70% of CEO’s believe that Social Business will important to their organisation within three years, and that many believe that social business offers opportunities to transform their organisations. But many organisations are being held back due to a lack of strategy, no clear business case or value proposition and competing priorities. Industry analysts Gartner estimates that 80% of social business efforts will fail.
This session will define clearly define social business, show how to align social business initiatives with competitive strategy and present a framework for social business transformation using Microsoft technologies including SharePoint, Office365, Yammer and Dynamics CRM. Based on a blend of consulting expertise, real world stories and on-going doctoral research we go beyond sound bites, rhetoric, and anecdotes and deliver practical guidance grounded in management science and experience that will enable you to complete your successful social business transformation.
Leadership | Technology | Client Experience (CX) Presentation Topics by Vicki...Vicki van Alphen
I have the great fortune of helping clients to hone their leadership skills to be the best versions of themselves. There is likely to be something relevant to a variety of professionals ranging from CIOs, Office of the CIO, CEO, CFO, Organizational Change Management (OCM) leaders, Digital Strategists, Change Agents, Customer Success leaders, and anyone looking to amplify leadership strengths in their organization.
This document discusses a study on the impact of knowledge sharing on organizational learning and effectiveness. The study surveyed 499 employees across nine hotels in Taiwan. It found that knowledge sharing has a positive linear relationship with organizational learning, and significantly contributes to it. Additionally, knowledge sharing, organizational learning, and organizational effectiveness were shown to have a positive relationship through regression analysis. The study concludes that knowledge sharing positively influences organizational learning and effectiveness.
This document summarizes a meeting of the Peer Exchange Group 2 on measuring networked nonprofits. The meeting focused on learning culmination and included peer assists from Community Catalyst and ZERO1. Community Catalyst discussed using social media to advance payment reform and their key performance metrics for a pilot project. ZERO1 discussed KD Paine's basic steps for defining results, selecting metrics, and turning data into action. The meeting concluded with a reflection on learning and planning for future work. Participants were asked to complete a survey to provide feedback.
A Community of Practice (CoP) is an informal group that comes together around a common interest or need. There are several types of CoPs, including those focused on problem solving, knowledge sharing, best practices, and innovation. CoPs are self-organizing and non-hierarchical. They provide benefits like faster problem solving, knowledge sharing, and skill development. To establish a CoP, a facilitator identifies the business need and determines the value in addressing it through a CoP rather than other means. The facilitator then works to engage potential members and establish operating principles for the group.
This document discusses social learning and defines it as learning that is social by nature because humans are inherently social beings. Social learning aims to empower practitioners to form learning partnerships to create personal and organizational value. It can take the form of collaborative or informal learning. The document notes that social learning is not just a technical solution or communications channel, but a set of behaviors. While not entirely new, social media now enables social learning to occur across networks and a changing work environment. Success requires focusing on business needs, embedding social learning in workflows, identifying communities of interest, and cultivating trust through openness and transparency.
Collaboration requires communication and is a network phenomenon that comprises social negotiation and delineation of interests and objectives. Collaboration can be explicit in small groups but is implicit in large groups due to the concept of stigmergy. Collaboration results in creative outputs like tasks, knowledge, learning, decisions, and innovation. Effective collaboration involves engagement, imagination, alignment, and innovation to build knowledge through a shared discourse and commitment to knowledge advancement. Collaborative decision making focuses on the process rather than individuals and uses knowledge building principles to iteratively improve ideas. When deciding how to collaborate for innovation, organizations should consider whether network membership and governance should be open or closed, and flat or hierarchical.
Gordon Vala-Webb presents a framework for developing a collaboration strategy. The strategy involves:
1) Defining business outcomes from collaboration.
2) Focusing efforts on specific people, tasks, and types of collaboration.
3) Nurturing new ways of working by addressing psychological needs.
4) Measuring collaboration activities and outcomes to evaluate progress.
5) Revising the strategy based on feedback to accelerate or stop certain approaches.
The presentation provides examples of collaboration tools and challenges of implementing new strategies in organizations. Attendees are engaged in exercises to apply the framework to their own contexts.
The document summarizes a presentation about measuring the value of a knowledge management strategy at Deloitte Consulting. It discusses Deloitte's business challenges, approach to knowledge management focusing on content, culture and connectivity, and how it determines and measures value in its KM strategy, including identifying stakeholders, articulating benefits, and understanding value through a knowledge value continuum.
The NYC Sustained Global Impact Community of Practice (COP) is a new forum launched in October 2016 for professionals in New York City working in international development and global social impact to share ideas, lessons learned, and collaborate on solutions. The COP aims to connect traditional actors like the UN and non-profits with consultants, social entrepreneurs, academics, and the private sector. Meetings feature speakers on topics like organizational sustainability and design thinking to foster lasting impact. Membership is open to experienced practitioners interested in ongoing knowledge sharing and collaboration across sectors.
Strategic Doing is an agile strategy discipline that enables people to quickly form action-oriented collaborations, guide them toward measurable outcomes, and make adjustments along the way. It focuses conversations on the critical questions of "Where are we going?" and "How will we get there?". Strategic Doing has evolved from over 25 years of applying agile strategic practices to complex environments. The Strategic Doing Design Team continues to develop and improve the discipline through practitioner training programs, workshops, and collaboration tools.
The Social Façade: Integrating Social Media into Internal Processes and CultureOur Social Times
The Social Façade: Integrating Social Media into Internal Processes and Culture was delivered by Richard Hughes (Broadvision) at The Social Customer 2012 Paris
Is your company's social media presence just a facade, hiding the same old business-as-usual anti-social working practices inside your organization?
For a video of this presentation, see http://www.broadvision.com/blog/blog/2012/09/27/the-social-facade/
This document provides an overview of digital thinking and insights on evolving digital strategies. It discusses the importance of having a diverse array of strategic, creative, technological, and subject matter expertise when developing digital programs. Several articles are summarized that discuss topics like social media and employee engagement, ethics in social media, online media and investor relations, and developing effective social media monitoring strategies. The document advocates for a holistic approach to digital that considers all stakeholders and drives business goals.
The webinar is being presented by Professor Becky Malby and Liz Maddocks-Brown. Prof. Malby has experience in systems innovation, organizational change, and leadership development in both the public and private sectors in the UK and internationally. Liz Maddocks-Brown has over 30 years of experience in the public sector, especially leading organizational change initiatives in the NHS. The webinar will focus on what it takes to be an effective network leader, exploring topics like the roles and responsibilities of network leadership, facilitating peer relationships, and sustaining networks over time. Participants will be encouraged to ask questions in the chat box.
Network Masterclass - Sustaining your Network Becky Malby
The document summarizes a webinar on sustaining networks that will be presented by Liz Maddocks-Brown, Prof. Becky Malby, and Rob Cockburn. The webinar will cover how to make the best use of network membership, generate shared knowledge and impact, and sustain networks into the future. It provides biographies of the three presenters and outlines the learning objectives and topics that will be covered in the webinar.
Great ideas, innovation, and sustainable solutions are what we all hope for when corporations and nonprofits come together to achieve a goal. The results of high quality partnerships can be powerful, yet the hard work required to discover and effectively maximize the strengths of each organization requires creativity, discipline, and commitment. Are you looking for new insights on how to build and sustain strategic partnerships? Do you want to better equip your organization to face potential partnership obstacles?
The document discusses fostering a culture of collective impact. It begins with an agenda for a meeting on collective impact which includes introductions, why pursue collective impact, what collective impact is, examples in communities, backbone organizations, and creating a plan. It then defines collective impact as a commitment by actors from different sectors to a common agenda for solving a social problem. The five conditions for collective impact are also outlined.
Relationships and virtual collaboration designDavid Friedman
How thinking concretely about and supporting 1-to-1 relationships within a collaboration can make it much more effective. Was the basis of a discussion at the Radical Real Time online Unconference on June 5, 2010
This document summarizes a presentation on developing and sustaining community partnerships. It discusses determining all stakeholders in a partnership, collecting input from stakeholders to create shared goals and plans, and addressing challenges through effective communication and utilizing each partner's unique resources. Key lessons are that partnerships require reexamining membership and goals over time, collecting diverse stakeholder input, ensuring all voices feel included through communication, and acknowledging different partner goals and resources to create shared ownership.
This document discusses design collaboration and the key elements involved. It describes collaboration as involving motivation, diversity, sharing, communication, support, and problem solving. The design process is also outlined, involving discover, define, develop, and deliver phases. Different models of collaboration are presented, including open/hierarchical, open/flat, closed/hierarchical, and closed/flat. Social networking technologies and mechanisms for conversation, coordination, and collaborative ethnography are also covered.
Networks come in all shapes and sizes. However, if you want to be a system shifting network you will need to put in place scaffolding so that transformation can emerge easily and quickly. In nature, billions of soil organisms and mycorrhizal fungal mats work together to form this type of scaffolding to distribute resources and support the growth of plants and trees as they create a forest. There are 6 basic structures that work together to create an environment for rapid change. Some, such as innovation funds, have been prototyped by many different networks. Others, such as communications systems and governance systems, are still in their infancy. Join June Holley and Yasmin Yonis from Network Weaver for a discussion about the necessary scaffolding for truly transformational networks.
A successful collaboration strategy includes technology, process alignment, and the user experiences. However, organizations tend to focus the most on technology, and the least on people -- when the opposite should be true. As this presentation explains, culture is the key to any successful collaboration strategy.
Communities of practice are groups of people brought together to solve common problems and share common interests. They differ from project teams in that they have no management hierarchy and aim to provide ongoing knowledge sharing rather than producing specific outputs. For local governments, communities of practice can provide benefits like saving time, innovation, avoiding duplication of work, and staff development. Key ingredients for success include having a clear purpose, facilitators to guide discussions, a variety of engagement activities, and an active membership.
Online Collaboration Success Stories, Tactics And ToolsDavid Friedman
Introduction to online collaboration focusing on needs (mostly) of smaller businesses and professional firms. Looking at what people do to be successful. Material from presentation at Chicago Booth alumni club event.
This document summarizes a meeting of a Community of Practice on co-designing network strategies for a culture of health. The meeting goals were to welcome participants, introduce network basics, and provide opportunities to build relationships and practice together. The agenda included an introduction, a presentation on network mapping and basics, breakout room conversations, an overview of network leadership roles, and next steps. Participants were encouraged to build new connections through activities like forming interest clusters, learning popups, and breakout rooms. The facilitators discussed how the Community of Practice will function through six sessions to generate recommendations on building a national network for health, equity, and well-being.
Community partnerships are an effective way to deliver services through collaboration. The key benefits are pooling resources to provide a full suite of services, advocacy, and consistency of services. Effective partnerships require clear goals and vision, well-defined roles, open communication, and evaluating progress towards goals. Overcoming challenges like competition requires networking, emphasizing mutual benefit, and delegating relationship building.
This document provides an overview of a virtual training on network building. It includes instructions for joining the audio portion of the meeting by phone. The agenda covers an introduction to networks and their benefits, an exercise on how networks could benefit work on health equity, principles of network culture, and an exercise assessing network behaviors. Participants discuss how networks could expand their collaboration and connect them to new resources and people working on related issues. They also consider network behaviors they could adopt to strengthen values like transparency, shared power, and self-organization.
The document describes IdeaBox, an open source innovation platform used by the Consumer Financial Protection Bureau (CFPB) to generate, incubate, and implement ideas from its staff. It discusses how CFPB built the program around IdeaBox technology, a lightweight staffing model, and a playbook of resources that other agencies can replicate. A pilot program found that communications to engage key audiences helped increase participation. IdeaBox allows staff to share ideas that are then scored and refined before being pitched to leadership for potential implementation.
7 tactics to gain big savings through collaborationStephen Abram
The document discusses collaboration and how organizations can build a collaborative culture. It defines collaboration and discusses its benefits. It also identifies some barriers to collaboration, such as culture, rules, competition and leadership gaps. The document proposes 7 tactics to improve collaboration, including using cloud technology, social networks, mobile access, and shared training programs. Overall, it argues that organizations should focus on collaboration, address cultural barriers, and work towards common goals and measurable outcomes.
The document discusses collaborative innovation networks (COINs) and their characteristics. It states that COINs are groups of self-motivated people who collaborate online to achieve a common goal by sharing ideas and work. COINs operate with no formal leadership and adhere to principles of open knowledge sharing, reciprocity, transparency and rationality. The success of COINs comes from the collective intelligence that emerges from collaboration between diverse individuals.
This document provides guidance on starting an open source project. It outlines common pitfalls like underestimating resources and having an unclear vision. The key first steps are to learn from other projects, define goals and build a community. Successful projects have active management, coordination of tasks, and processes for decision making and releases. While many are volunteer efforts, large projects often rely on funding and paid contributors to coordinate activities. Managing volunteers is challenging and requires finding roles that motivate contributors.
The document discusses communities of practice (CoPs), including what they are, why they are useful, and attributes of successful CoPs. It notes that CoPs allow sharing of experiences and collaboration between like-minded colleagues. Key aspects of successful CoPs include having a clear purpose, committed members, and active facilitation to address members' needs through a blend of online and in-person activities. The document also provides an overview of CoPs implemented across UK local government agencies.
Partnerships are defined as relationships where two or more parties form an agreement to share work, knowledge, risk, accountability, and results to achieve compatible goals. Partnerships are beneficial as they allow for networking, promotion, additional resources, funding, new strategies, and flexible service delivery. The most significant reason for partnering is to serve clients and provide a full suite of services. Factors for successful partnerships include power, history, resources, competition, leadership, clear communication, and inclusion. The advantages of partnerships include leveraging joint resources, accessing new information and people, accountability, and generating creative solutions. Effective partnerships require a shared vision, clear goals, committed membership, an action plan, defined roles, ongoing communication, securing resources
Partnerships are defined as relationships where two or more parties form an agreement to share work, knowledge, risk, accountability, and results to achieve compatible goals. Partnerships are beneficial as they allow for networking, promotion, additional resources, funding opportunities, and flexible service delivery. The most significant reason for partnering is to serve clients by providing a full suite of services and advocating to decision makers. Factors for successful partnerships include having a common vision and goals, a diverse membership that includes stakeholders, a clear commitment and action plan, well-defined roles, effective communication, a plan to share resources, ongoing evaluation, and the ability to revise the partnership. Skills like partnership management, negotiation, planning, evaluation, problem-
Strategic Doing Workshops and Other SolutionsEd Morrison
An overview of a Strategic Doing workshop, as well as other Strategic Doing solutions. For more information contact Peggy Hosea at Purdue: phosea@purdue.edu
Jeff Gallimore, Gene Kim, and Tim Buntel discuss the tactics behind expanding DevOps in the enterprise, in this great presentation. Watch the on-demand webinar here: http://bit.ly/2xygVQ7
Making The Connection Workshop Presentation 11 28 2007guest7fa781
The role of social networking and cluster analysis in the nonprofit sector and how foundations can use this information to improve the effectiveness of their grantmaking.
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Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
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https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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KALYAN CHART SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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3. 3 Making collaboration work Collaborative approaches offer an array of choices and complex trade-offs How do you get started? What and where do you begin? 3
4. 4 Collaboration—it’s partnership If it’s easy To connect Open up People become comfortable sharing knowledge. Frequent interaction builds community, trust and self-policing norms 4
5. 5 Collaboration? Good Ingredients Meaningful partnerships (aka collaborations) include the following factors Complementary Strengths Common Mission Reciprocity Fairness, Trust, Acceptance, Communicating, Unselfishness, and Forgiveness. --The Power of 2 by Rodd Wagner and Gale Muller (2009) AND each partner felt the significance of these factors “very strongly” 5
8. 7 Objectives, objectives and objectives OBJECTIVES Why are you looking to collaborate? What you are trying to do? (Choice of tool and platform always 2nd) With WHOM are you planning to collaborate? WHAT is your objective? How focused a task? WHEN is there an expected or anticipated deliverable? WHY are you collaborating? If there's no Trust, mutual intersection of interests, common purpose, mission , complement of strengths…think through your proposition again. HOW--this is where roles and timing matter WHERE--should obviously afford convenient access and be compatible with users’ platforms (Mobile or desktop? Do you need voice capability, text or both?) 7
9. 8 Your turn “If you have an apple and I have an apple and we exchange these apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas.” George Bernard Shaw Tell us Who you are? What about Collaboration brought you here tonight? AND What collaboration(s) are you presently engaged in, or would like to create? 8
11. 10 Individual skills for collaboration Teams/ multiple Know and enforce team basics Have a shared goal A common way of working and a commitment to check on how it’s working The right number of people (7-12) The right mix of skills Attitude Value the other people’s contributions An interest in the others’ success, beyond the team goal Skills Facilitating discussion Project management Bilateral Know and have prerequisites Have a shared goal Attitudes Value the other person’s contribution An interest in the other person’s success Skills Listening Communicating, frequently, clearly, openly and concisely Give reasons behind your thinking Be patient and persistent Acknowledge upcoming problems Project management (mini)
12. 11 Key rules for successful collaboration Involve the relevant stakeholders Build consensus phase by phase Have a facilitator focused on the problem-solving process Have a process map Harness the power of group memory From: How to Make Collaboration Work (by David Straus)
13. 12 Invite the relevant stakeholders Better solutions due to cognitive diversity More commitment to the results, because we were part of creating them Diverse perspectives and expertise
14. 13 Build consensus phase by phase Whole group has to stay focused and in the same phase of problem solving Source: How to Make Collaboration Work, David Straus
15. 14 Have a facilitator Facilitator is: A process guide A tool giver A neutral third (or nth) party A process educator Photo by MikeBlogs, flickr Source: How to Make Collaboration Work, David Straus
16. 15 Planning a detailed (but flexible) agenda Example Facilitator may need to deviate from this !!
17. 16 A sample process map for a problem-solving process From: How to Make Collaboration Work (by David Straus)
20. 19 What makes online different? Synchronicity NOT required. You can cast your net for collaborators widely Successful application of In-person Principles will yield success when adapted to the environment 19
28. Asynchronous Collaboration: Possibilities and Choices 21 Relationship Building OPEN, Eco-System Recombinant Problem-Solving OpportunityFinding Democratized Crowd Sourcing Personal Expression Adapted from Amy Shuen Web2.0 Strategy Guide
29. 22 22 Successful online communities have people playing multiple roles. Focus In addition, Decision Maker acts across all times and foci Adapted from Susan Fournier and Lara Lee,
30. 23 Community owners can use tactics that drive participation Talk to influentials more, others less. Increase the number of interactions. Solicit opinions people with vested interests create a challenge to overcome, Create a poll, allow people to vote. Remove unused features. Mention names more often. Arrange time-specific activities. Advertise for a volunteer helper. Ideas quoted directly from FeverBee – by Richard Millington
31. 24 Good topics to drive participation focus on the members as people Ask them generically about themselves. Ask about likes/dislikes. Get people to agree/re-affirmation their beliefs. Discuss seasonal stories. Anxieties. Ask for advice. Breaking news/gossip. Reminisce. Aspirations. Treat members like people !!! Suggested in FeverBee by Richard Millington 24
33. 26 Success online: SIKM Leaders Community The benefits of being more inclusive have been many, including a wider range of presenters on the monthly calls, participants in the online discussions, experiences and perspectives. Stan Garfield SIKM Leaders Community launched by in July 2005, Key Objective: Knowledge sharing among KM leaders at consulting and systems integration firms, hence the title of SIKM. Organizing Principles: Anyone who is part of KM initiative can join. Threaded discussion hosted on Yahoo groups, Stan serves as founder, administrator. He coordinates the monthly topic/speaker and posts reminders for the upcoming call or any event. Collaboration occurs both through threaded discussion, and a scheduled monthly conference call (posted on the group calendar with dial-in info); and attempt to meet in person annually.
34. 27 Systems Integration and Consulting KM Leaders--SIKM Shared Tools and Resource Threaded Discussion Platform Total Cumulative Messages: 2269 Average. Posts/Month: 2005: 3 2009: 49 427 Members Founded: July 2005 Stan: creator, coordinator, administrator, Collaborator 27
35. 28 SIKM –Why it works Long sharing of common interests has evolved to create collective user value. Personalities emerge over time and familiarity is created beyond the posted reference name through monthly conference calls, Annual face-to-face fosters community building through extended sharing and interaction. The industry arc allows people to reach beyond their internal organization boundaries to tap best practices, vetted resources and contacts and fosters professional development growth and reputation. Materials readily available for those to review at their convenience. People can stay abreast of changes in the discussion or listen to missed calls and review slides from missed presentations. 28
36. 29 SIKM—ongoing challenges As with any “led” initiative, the assumption of responsibility and ongoing presence of the founder, organizer in the role of administrator places some doubt for its ongoing sustaining power if he were to step back or away. Fresh material and presenters given the growing archive. Keep it interesting not redundant. The actual alteration in the KM discipline and its rise and fall as a presence in corporate and consulting life…people take on different tasks unrelated to KM and fall away. 29
45. 38 CCA wanted to capitalize on its alumni and friends Network of alumni and friends Consultants and other professionals energized about the organization Have full-time jobs with intermittent opportunities (e.g., week between projects) Extremely well-connected Part of large offices with other professionals in Chicago Members of large multi-national firms Existing mechanisms 5th Thursday cocktail parties (2-4 x per year) E-newsletter (about 800) LinkedIn group (about 150)
49. 42 Online discussions challenges Strategic Management Practices Issues Group Meets monthly face to face in a facilitated discussion on articles selected and posted in advance. Online Discussion capability added to Linked-IN to extend and promote the F2F discussions No conversation emerging online 42
50. Presenter information Rachel Kaberon 847-687-8480 rkaberon@arkaysolutionsllc.com David Friedman 312-863-3489 David.friedman@bridgewellpartners.com
Editor's Notes
Open, Eco-systemEngagement dependent on preservation of the common distribution—LINUX, WikipediaSharing is deliberative, individual knowledge and skills transferredRecombinantBridges distinct worlds –Value generated is collective---cross fertilization to create new ideas impossible without othersCrowd SourcingFocal point for problem solvingKnowledge production or idea sharing accelerated at low or no costDemocratizedSharing among “friends”—users afforded personal expression total autonomyIndividuals free to express their own vision , no response required
Threaded discussion really began to take off when the basis of the bond was deeply tapped…in their case a participant called for suggestions as they were proposing an internal KM resource bank.