The rapidly changing environment is changing the way that the public sector is expected to deliver services. How can organisations do more when they are expected to do more with less?
The key could be through better utilisation of our most important resource – our people.
And the way to deliver better outcomes is through the relationship of people and technology. International Collaboration specialist Michael Sampson, was a special guest of Amcom as he shared insights into his work with global organisation on how to unlock business value from the marriage between technology and people.
The white paper by Marty Parker, Principal, UniComm Consulting and Co-Founder, UC Strategies, emphasizes the ways in which improved collaboration maturity pays off for organizations. You will see how improved collaboration capabilities can provide great ROI by enabling your organization to go faster or to use less resources or be different from or better than your competition. Each of these types of returns are grounded in the actual case studies of real life customer successes.
In new study conducted by Filigree Consulting and commissioned by SMART Technologies, hundreds of
business users from around the world share their insights on the value of collaboration technologies.
Corporate Communications and Trends in HRJulie Cluydts
The document discusses the influence of employer branding on internal and external communications, employees, and corporate identity. It also covers two main topics: 1) What the General Data Protection Regulation (GDPR) means for HR in terms of increased employee rights and stronger employer obligations. 2) Employee well-being at work, including statistics on increasing long-term sick leaves, major causes like brain overload and sedentary lifestyles, and courses of action employers can take to improve well-being.
Respondents at the highest levels of collaboration maturity are up to five times more likely to gain positive impact on business outcomes than those at lower levels. Organizations that have an optimized approach with fully integrated solutions, training, and processes reported exceeding expectations in reducing expenses, improving quality, reducing risk, and increasing agility. To maximize the value of collaboration, organizations need to consider both collaboration technologies and best practices, as outcomes are positively impacted when these are combined at higher levels of maturity.
Teams are not fully utilizing meeting time and traditional technology only supports communication, not active collaboration. The fourth dimension of collaboration allows teams to interact in a shared digital workspace, drawing and writing over documents together to build on ideas and create new and powerful outcomes. A study found that enhanced collaboration provided business value. The fourth dimension opens a world where teams are fully engaged and everyone contributes to something greater.
This document provides a roadmap for building an effective environmental employee engagement program. It outlines a four-phase approach:
1) Define clear business goals and metrics to measure success.
2) Get employees engaged by motivating them to complete measurable environmental tasks.
3) Harness engaged employees' enthusiasm to recruit others and achieve greater results.
4) Build executive support, identify champions, and integrate the program with HR to impact company culture.
The roadmap translates engagement into getting employees excited to "board the bus" of the program and then ask others to join. It aims to demonstrate business benefits, engage all employees, and transform many into environmental leaders both at work and beyond.
Welcome to the New Era of Public Health Training: How the Public Health Learn...Communications At NNPHI
On July 14, 2016 we hosted a Dialogue4Health Web Forum about the state of today’s public health workforce and how the Public Health Learning Network (PHLN) is building and sustaining a national system for outstanding public health training.
Leaders from the PHLN’s National Coordinating Center for Public Health Training and regional public health training centers discussed:
The evolution and future of the public health training system
An exemplary public health training course as an example of what the PHLN can do for learners
How training centers are working with health departments to bring the best training and resources together for the public health professional.
Our panelists:
Nor Hashidah Abd-Hamid, PhD, Lead Instructional Designer, Institute for Public Health Practice,, University of Iowa College of Public Health (UI CPH) and the MPHTC
Jennifer McKeever, MSW, MPH, Director, Public Health Practice and Training, National Coordinating Center for Public Health Training (NCCPHT) at the National Network of Public Health Institutes (NNPHI)
Mikhaila Richards, MS, Communications Strategist, NCCPHT at NNPHI
Tanya Uden-Holman, PhD, Associate Dean for Academic Affairs and Clinical Professor, Department of Health Management and Policy, University of Iowa College of Public Health
Our moderator:
Christopher Kinabrew, MPH, MSW, Chief Strategy Officer, NCCPHT at NNPHI
Dialogue4Health is a community that conceives, builds, and shares strategies to improve the public’s health. They partner with local, national and global organizations to host Web Forums and share critical resources.
9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .
The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need
You can find lauraoverton on linked in
Find out more about Towards Maturity at www.towardsmaturity.org
Download the 2012-13 Towards Maturity Benchmark Study at www.towadsmaturity.org/2012benchmark
The white paper by Marty Parker, Principal, UniComm Consulting and Co-Founder, UC Strategies, emphasizes the ways in which improved collaboration maturity pays off for organizations. You will see how improved collaboration capabilities can provide great ROI by enabling your organization to go faster or to use less resources or be different from or better than your competition. Each of these types of returns are grounded in the actual case studies of real life customer successes.
In new study conducted by Filigree Consulting and commissioned by SMART Technologies, hundreds of
business users from around the world share their insights on the value of collaboration technologies.
Corporate Communications and Trends in HRJulie Cluydts
The document discusses the influence of employer branding on internal and external communications, employees, and corporate identity. It also covers two main topics: 1) What the General Data Protection Regulation (GDPR) means for HR in terms of increased employee rights and stronger employer obligations. 2) Employee well-being at work, including statistics on increasing long-term sick leaves, major causes like brain overload and sedentary lifestyles, and courses of action employers can take to improve well-being.
Respondents at the highest levels of collaboration maturity are up to five times more likely to gain positive impact on business outcomes than those at lower levels. Organizations that have an optimized approach with fully integrated solutions, training, and processes reported exceeding expectations in reducing expenses, improving quality, reducing risk, and increasing agility. To maximize the value of collaboration, organizations need to consider both collaboration technologies and best practices, as outcomes are positively impacted when these are combined at higher levels of maturity.
Teams are not fully utilizing meeting time and traditional technology only supports communication, not active collaboration. The fourth dimension of collaboration allows teams to interact in a shared digital workspace, drawing and writing over documents together to build on ideas and create new and powerful outcomes. A study found that enhanced collaboration provided business value. The fourth dimension opens a world where teams are fully engaged and everyone contributes to something greater.
This document provides a roadmap for building an effective environmental employee engagement program. It outlines a four-phase approach:
1) Define clear business goals and metrics to measure success.
2) Get employees engaged by motivating them to complete measurable environmental tasks.
3) Harness engaged employees' enthusiasm to recruit others and achieve greater results.
4) Build executive support, identify champions, and integrate the program with HR to impact company culture.
The roadmap translates engagement into getting employees excited to "board the bus" of the program and then ask others to join. It aims to demonstrate business benefits, engage all employees, and transform many into environmental leaders both at work and beyond.
Welcome to the New Era of Public Health Training: How the Public Health Learn...Communications At NNPHI
On July 14, 2016 we hosted a Dialogue4Health Web Forum about the state of today’s public health workforce and how the Public Health Learning Network (PHLN) is building and sustaining a national system for outstanding public health training.
Leaders from the PHLN’s National Coordinating Center for Public Health Training and regional public health training centers discussed:
The evolution and future of the public health training system
An exemplary public health training course as an example of what the PHLN can do for learners
How training centers are working with health departments to bring the best training and resources together for the public health professional.
Our panelists:
Nor Hashidah Abd-Hamid, PhD, Lead Instructional Designer, Institute for Public Health Practice,, University of Iowa College of Public Health (UI CPH) and the MPHTC
Jennifer McKeever, MSW, MPH, Director, Public Health Practice and Training, National Coordinating Center for Public Health Training (NCCPHT) at the National Network of Public Health Institutes (NNPHI)
Mikhaila Richards, MS, Communications Strategist, NCCPHT at NNPHI
Tanya Uden-Holman, PhD, Associate Dean for Academic Affairs and Clinical Professor, Department of Health Management and Policy, University of Iowa College of Public Health
Our moderator:
Christopher Kinabrew, MPH, MSW, Chief Strategy Officer, NCCPHT at NNPHI
Dialogue4Health is a community that conceives, builds, and shares strategies to improve the public’s health. They partner with local, national and global organizations to host Web Forums and share critical resources.
9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .
The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need
You can find lauraoverton on linked in
Find out more about Towards Maturity at www.towardsmaturity.org
Download the 2012-13 Towards Maturity Benchmark Study at www.towadsmaturity.org/2012benchmark
This document provides an overview of the participating organizations and users in a study on factors that contribute to sustainable e-learning success. Fifteen diverse organizations from industries such as insurance, manufacturing, government, finance, telecoms, healthcare, IT, and consulting participated. Most organizations had over 5,000 employees located across multiple UK sites, Europe, or worldwide. The study found that organizations used a variety of e-learning tools and technologies and focused on aligning e-learning with business strategies to achieve measurable success. Business influence and engagement were found to be more important to e-learning success than training influence alone.
Presentation at ASAE10 Annual Meeting & Expo in Los Angeles. using the Digital now framework of Inspect, Innovate, Integrate, Hugh Lee & Don Dea cover how senior executives in associations can successfully innovate. Tom Hood from the Maryland Association of CPAs is featured as a case study.
This document outlines Vision 20/20, a project by the Center for Chemical Process Safety (CCPS) that envisions the characteristics of companies with great process safety performance in 2020. It provides five tenets for companies to work towards: committed culture, vibrant management systems, disciplined adherence to standards, intentional competency development, and enhanced application of lessons learned. It also identifies four societal themes around risk literacy, responsible collaboration, harmonization of standards, and meticulous verification. The document calls companies and supporting organizations to understand Vision 20/20, evaluate their performance and contributions, and take appropriate actions to support this vision of improved process safety.
This document discusses how small and medium-sized businesses (SMBs) can achieve profitable collaboration both internally and externally with clients. It emphasizes that collaboration requires a holistic view focusing on people, processes, and technology. New cloud-based collaboration tools offer affordable options for SMBs and are available across many platforms. The document provides examples of how different SMBs have used collaboration tools to their advantage.
A Business Case for Internal CommunicationClaire Walsh
The document discusses several key points about effective internal communication based on various research studies:
1. Research shows that companies with effective employee communication are four times as likely to report high levels of employee engagement compared to those with less effective communication.
2. There has been a decline in companies taking time to explain major decisions and give employees input into decisions that affect them.
3. High-performing companies focus on engaging employees, helping managers communicate, and measuring the impact of communication.
Organisational principles for digital collaboration - keynote at Enterprise 2...David Terrar
Explaining the current digital landscape as the Digital Enterprise Wave, ride it or go under. Stop thinking business as usual. Start thinking digitally - design thinking, business model innovation, digital inside and out. Any org structure will work, but you need to change the culture, empower your people and encourage the right behaviours. Then some recommendations of how to do it, where and how to start.
This document discusses effective strategies for communicating organizational changes to drive behavior change. It begins by noting that 80% of communication efforts are ineffective at driving behavior change. It then advocates for "behavioral communications" that clearly define measures, consequences, tools and rewards to promote specific actions. The document provides templates and checklists for segmenting audiences, defining goals and metrics, and developing multi-channel communication plans to support change initiatives. It emphasizes the need to address how employees will be measured, consequences, tools/support, and incentives to truly change behaviors.
The document discusses a communication plan for change at Uber. It describes four phases of a communication plan: preapproval, developing need for change, midstream change, and confirming change. It also outlines six key principles for effective change communication: redundancy, face-to-face communication, line authority, supervisors, opinion leaders, and personally relevant information. The plan proposes using education, participation, and facilitation strategies like videos, meetings, and supervisor discussions. It suggests tracking effectiveness through surveys and feedback and implementing continuous improvement through open communication channels and analytics. The plan also addresses potential negative responses through negotiation, co-optation, or coercion.
Social media will have a significant impact on the future of work by 2020. It will lead to more transparent and flexible work environments where creativity and goal-oriented work will be emphasized. Competition for jobs will be intense as social media allows easy setup of online businesses. Machines are predicted to replace many middle-class jobs. Strategic partnerships and new ecosystems between companies using social media will form. Overall, social media will continue integrating into workplaces and transform how people work together.
Mobile learning is predicted to become a major disruptor to traditional learning environments. However, there is currently a disconnect between how smartphones and tablets are integrated into personal lives versus educational and workplace settings. A survey found that while Australians widely use mobile devices personally, there has only been limited adoption of mobile learning initiatives in educational institutions and workplaces. Common barriers to adoption include a lack of skills and understanding of mobile learning, high development costs, and concerns about supporting multiple devices and ongoing upgrades. For mobile learning to realize its potential, it needs to be better integrated into overall learning strategies rather than viewed as a separate initiative.
Information on how companies and tax exempt organizations can leverage technology and other tools to enhance the level and effectiveness of internal communications - Tate Tryon CPA s- Nonprofit CPA Firm.
Taking internal communication out of its comfort zoneCIPR Inside
A webinar presented to members on 2 November 2016, Laura Jameson and Nick Leonard presented some top details from the recent research conducted by Ruder Finn
The document outlines the governance framework of the Biji-biji Initiative, which includes their sustainability indicators, governance structure, financial distribution model, and transparency commitments. It details how the organization measures its economic, social, and environmental impacts and how funds are allocated for salaries, materials, overheads, and reinvestment. The framework also encourages internal entrepreneurship, ensures inclusiveness and collaboration, and advocates for open source principles.
Stakeholder engagement involves identifying those who may be affected by or can influence project decisions, and actively involving them through a two-way process of providing information and seeking input. It is important for effective decision making, building trust, and reducing potential conflicts or issues. Key tools for stakeholder engagement include identifying stakeholders and assessing their interests and power over the project, creating matrices to define roles and responsibilities, and visualizing dependencies to help manage relationships between teams. Regularly reviewing engagement tools helps ensure all important stakeholders are involved and potential blockers are addressed.
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Planning your Digital Workplace: A Systems-Based Planning ApproachChristian Buckley
When deploying a “Digital Workplace,” where do you begin? What is needed is an iterative, strategic, and systems-based approach of identifying core challenges at the team and company level, working with key stakeholders to identify appropriate strategies, building a solution using a scalable, repeatable, and sustainable change model. This approach drives stakeholder engagement, and ensures a more holistic solution that aligns with the needs of the business at every level. In this presentation, we walk through a systems-based planning approach for Enterprise Collaboration. Topics will include:
--Engaging leaders in a systems analysis, identifying high-priority needs and challenges
--Outlining a set of targeted and strategic actions based on common customer scenarios
--Developing an implementation plan to support successful operational and improvement strategies
The intent of this presentation is to help organizations incorporate systems-based planning into their Digital Workplace planning processes, using real-world customer examples, and to receive tips on how to fold these best practices into their own strategies.
This document provides an overview of the participating organizations and users in a study on factors that contribute to sustainable e-learning success. Fifteen diverse organizations from industries such as insurance, manufacturing, government, finance, telecoms, healthcare, IT, and consulting participated. Most organizations had over 5,000 employees located across multiple UK sites, Europe, or worldwide. The study found that organizations used a variety of e-learning tools and technologies and focused on aligning e-learning with business strategies to achieve measurable success. Business influence and engagement were found to be more important to e-learning success than training influence alone.
Presentation at ASAE10 Annual Meeting & Expo in Los Angeles. using the Digital now framework of Inspect, Innovate, Integrate, Hugh Lee & Don Dea cover how senior executives in associations can successfully innovate. Tom Hood from the Maryland Association of CPAs is featured as a case study.
This document outlines Vision 20/20, a project by the Center for Chemical Process Safety (CCPS) that envisions the characteristics of companies with great process safety performance in 2020. It provides five tenets for companies to work towards: committed culture, vibrant management systems, disciplined adherence to standards, intentional competency development, and enhanced application of lessons learned. It also identifies four societal themes around risk literacy, responsible collaboration, harmonization of standards, and meticulous verification. The document calls companies and supporting organizations to understand Vision 20/20, evaluate their performance and contributions, and take appropriate actions to support this vision of improved process safety.
This document discusses how small and medium-sized businesses (SMBs) can achieve profitable collaboration both internally and externally with clients. It emphasizes that collaboration requires a holistic view focusing on people, processes, and technology. New cloud-based collaboration tools offer affordable options for SMBs and are available across many platforms. The document provides examples of how different SMBs have used collaboration tools to their advantage.
A Business Case for Internal CommunicationClaire Walsh
The document discusses several key points about effective internal communication based on various research studies:
1. Research shows that companies with effective employee communication are four times as likely to report high levels of employee engagement compared to those with less effective communication.
2. There has been a decline in companies taking time to explain major decisions and give employees input into decisions that affect them.
3. High-performing companies focus on engaging employees, helping managers communicate, and measuring the impact of communication.
Organisational principles for digital collaboration - keynote at Enterprise 2...David Terrar
Explaining the current digital landscape as the Digital Enterprise Wave, ride it or go under. Stop thinking business as usual. Start thinking digitally - design thinking, business model innovation, digital inside and out. Any org structure will work, but you need to change the culture, empower your people and encourage the right behaviours. Then some recommendations of how to do it, where and how to start.
This document discusses effective strategies for communicating organizational changes to drive behavior change. It begins by noting that 80% of communication efforts are ineffective at driving behavior change. It then advocates for "behavioral communications" that clearly define measures, consequences, tools and rewards to promote specific actions. The document provides templates and checklists for segmenting audiences, defining goals and metrics, and developing multi-channel communication plans to support change initiatives. It emphasizes the need to address how employees will be measured, consequences, tools/support, and incentives to truly change behaviors.
The document discusses a communication plan for change at Uber. It describes four phases of a communication plan: preapproval, developing need for change, midstream change, and confirming change. It also outlines six key principles for effective change communication: redundancy, face-to-face communication, line authority, supervisors, opinion leaders, and personally relevant information. The plan proposes using education, participation, and facilitation strategies like videos, meetings, and supervisor discussions. It suggests tracking effectiveness through surveys and feedback and implementing continuous improvement through open communication channels and analytics. The plan also addresses potential negative responses through negotiation, co-optation, or coercion.
Social media will have a significant impact on the future of work by 2020. It will lead to more transparent and flexible work environments where creativity and goal-oriented work will be emphasized. Competition for jobs will be intense as social media allows easy setup of online businesses. Machines are predicted to replace many middle-class jobs. Strategic partnerships and new ecosystems between companies using social media will form. Overall, social media will continue integrating into workplaces and transform how people work together.
Mobile learning is predicted to become a major disruptor to traditional learning environments. However, there is currently a disconnect between how smartphones and tablets are integrated into personal lives versus educational and workplace settings. A survey found that while Australians widely use mobile devices personally, there has only been limited adoption of mobile learning initiatives in educational institutions and workplaces. Common barriers to adoption include a lack of skills and understanding of mobile learning, high development costs, and concerns about supporting multiple devices and ongoing upgrades. For mobile learning to realize its potential, it needs to be better integrated into overall learning strategies rather than viewed as a separate initiative.
Information on how companies and tax exempt organizations can leverage technology and other tools to enhance the level and effectiveness of internal communications - Tate Tryon CPA s- Nonprofit CPA Firm.
Taking internal communication out of its comfort zoneCIPR Inside
A webinar presented to members on 2 November 2016, Laura Jameson and Nick Leonard presented some top details from the recent research conducted by Ruder Finn
The document outlines the governance framework of the Biji-biji Initiative, which includes their sustainability indicators, governance structure, financial distribution model, and transparency commitments. It details how the organization measures its economic, social, and environmental impacts and how funds are allocated for salaries, materials, overheads, and reinvestment. The framework also encourages internal entrepreneurship, ensures inclusiveness and collaboration, and advocates for open source principles.
Stakeholder engagement involves identifying those who may be affected by or can influence project decisions, and actively involving them through a two-way process of providing information and seeking input. It is important for effective decision making, building trust, and reducing potential conflicts or issues. Key tools for stakeholder engagement include identifying stakeholders and assessing their interests and power over the project, creating matrices to define roles and responsibilities, and visualizing dependencies to help manage relationships between teams. Regularly reviewing engagement tools helps ensure all important stakeholders are involved and potential blockers are addressed.
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Planning your Digital Workplace: A Systems-Based Planning ApproachChristian Buckley
When deploying a “Digital Workplace,” where do you begin? What is needed is an iterative, strategic, and systems-based approach of identifying core challenges at the team and company level, working with key stakeholders to identify appropriate strategies, building a solution using a scalable, repeatable, and sustainable change model. This approach drives stakeholder engagement, and ensures a more holistic solution that aligns with the needs of the business at every level. In this presentation, we walk through a systems-based planning approach for Enterprise Collaboration. Topics will include:
--Engaging leaders in a systems analysis, identifying high-priority needs and challenges
--Outlining a set of targeted and strategic actions based on common customer scenarios
--Developing an implementation plan to support successful operational and improvement strategies
The intent of this presentation is to help organizations incorporate systems-based planning into their Digital Workplace planning processes, using real-world customer examples, and to receive tips on how to fold these best practices into their own strategies.
Eleven lessons on achieving the broad deployment of collaboration technologie...SMART Technologies
Collaboration technologies are a tantalising prospect for today’s businesses. Not only can
they deliver marked improvements to existing business processes, they also hold the key to
unlocking completely new ways of working. They can drive up productivity and creativity.
They can save time, whether in the office, through remote working or by reducing travel
time. They can cut the carbon footprint of a business. They can deliver the most effective
and exciting collaboration experiences ever seen, irrespective of location, particularly as part
of a complete visual collaboration solution.
The Project Management Process - Week 11 Contemporary IssuesCraig Brown
The document discusses current and future trends in project management. It covers topics like globalization, innovation, knowledge management, and shortened product life cycles as current trends. Future trends discussed include increased project scope, system integration, and a more disciplined approach. It also outlines principles for organizing projects, such as learning culture, process-centered approaches, use of communities and virtual teams, self-organizing structures, and distributed organizations. Challenges in project management include improving executive understanding of IT and increasing business knowledge among IT professionals. Career paths in project management are also briefly discussed.
Continuous Innovation is a process and culture within an organisation that speeds up the process of Continuous change and improvement, where rather than incremental improvement we get more impactful and significant improvement as well. Adoption of Digital Technologies and services may be innovative in their own right; however, they also enable and require significant change in practices and behaviours, expand the eco-systems and resource base of the organisation, and release talent that enables Continuous Innovation. This paper informs the reader of the models and some approaches to create a new vision and aims for the organisation in setting & executing their “Digital Innovation Agenda” & “Building Innovation Capability”
Defining Your Social Learning Strategy Mike Merriman
Defining Your Social Learning Strategy
One of the most efficient—and effective—ways to amplify and extend the value of your learning programs is to empower people to interact and share knowledge of their own, in addition to participating in formal learning programs. In fact, a social learning strategy is essential to bringing the power of learning to the forefront of your organization, and ultimately, maximizing the business impact of your overall enterprise learning initiatives.
Join Mike Merriman, Director of Strategic Services at Mzinga, for this session as he explains how you can quickly begin to put social learning to use—on its own, as well as blended with established formal programs—for not only your employees, but your customers, prospects and partners as well. This interactive sessions will include use cases that you can adopt for your own purposes, best practices, and real-world examples.
Mike Merriman
mmerriman@mzinga.com
Follow me @mmerriman
http://www.mzinga.com/company/executives.asp?pagen=46
1) The document discusses the current state of collaboration tools, which are often implemented without proper governance, engagement of users, or efforts to drive adoption.
2) Successful collaboration requires focusing on people and processes, not just technology. It involves outlining a clear vision, governance, and intentional efforts to engage users and drive adoption over time.
3) The key is to demonstrate value to users, gain their confidence, and help them apply tools in a way that is relevant to their work through training, group activities, and establishing new patterns of work.
Strategic Governance : A [Disruptive] Framework for Enterprise Learning Solut...Heather L. Hutchens, MBA
Even within small organizations, learning leaders often struggle with balancing diverse, competing, wants and needs, with maintaining secure and well-managed solutions. This session outlined key concepts, best practices, and provided a practical toolkit for maintaining compliance while achieving your highest organizational goals. No matter your role, you can manage governance like a boss!
Slides used in the WEBINAR - Data-driven Organizational Design to improve efficiency and productivity an AI powered technique held on Friday 14th January, 2022
Success is the right tool meeting the right problem. Here's an overview of the principles of one of those tools, Collective Impact, and how it can be applied towards systems change. Read more about the definition of Collective Impact: http://bit.ly/1qL9Yku.
This document discusses the evolution of knowledge management (KM) from KM 1.0 to KM 3.0. KM 1.0 focused on collecting knowledge, KM 2.0 focused on sharing knowledge using social media tools, and KM 3.0 focuses on using existing knowledge to help employees do their jobs. The key difference between KM 2.0 and 3.0 is that 3.0 recognizes the need to filter out irrelevant information. Effective KM requires a cultural shift towards openly sharing knowledge and making KM part of employees' regular work.
The document discusses opportunities for governments to improve public participation through e-government. It describes how online engagement can transform government processes, make people more accountable, open up government to greater scrutiny, and allow diverse perspectives to be involved in policymaking. The document also provides considerations for setting up online engagement spaces, both internally and externally. It gives examples of New Zealand government agencies that have successfully used online tools to involve the public, and provides resources for further guidance on using social media and other digital tools for participation.
Digital Workplace Case Study: How the Municipality of Duffel successfully swi...Patrick Van Renterghem
In 6 months time, the Gemeente/Municipality of Duffel has come quite close to transform into a forceful, digital local government thanks to the help of Synergics
The document discusses knowledge management challenges at Ernst & Young and proposes concepts for a wearable device to help address them. It outlines domains like knowledge management and wearable technologies. It describes typical consultant workflows and challenges like scattered knowledge platforms and lack of sharing across teams. Early concepts involve a wearable that scans work environments to locate people with similar work focus and name tag devices that share relevant information.
Business case for deploying online collaboration across organisational bounda...David Terrar
Pollyanna Jones of NHS England & David Terrar of Agile Elephant, introduced by John Glover of Kahootz, use the NHS England futureNHS platform as a case study story for implementing an effective collaboration solution across silos, teams and organisational boundaries. The story shows:
* How the Department of Health and their Arm’s-Length Bodies are using a shared service arrangement to improve team working and stakeholder engagement across the UK health sector
* The potential, drivers and enablers that are necessary for success and the impending blockers and pitfalls with advice as how to overcome them.
* Where to start, how to educate your staff, and an understanding as to how to select and drive benefit from collaboration tools across the value chain
* How to tap into the collective knowledge and expertise of your stakeholders to foster a sense of shared purpose and community involvement
* Building a solid business case. Where the value and ROI of collaboration tools could lie as your organisation looks to improve team working with external parties and across organisational boundaries.
How organizations can become data-driven: three main rulesAndrea Gigli
The presentation shows how organization can successfully become data driven and avoid wasting time and money. It explain how to prioritize business questtions, how to combine properly people, tech&data and processes, and how to structure a transforamtional journey for becoming a data driven.
The document discusses the importance of corporate agility in today's changing work environment. It notes that work is becoming more distributed, collaborative, and mobile. Most companies have been slow to embrace and support flexible work arrangements. The distributed workforce is growing rapidly and companies need comprehensive workplace strategies to support work wherever it takes place. Four common speed bumps to supporting flexible work are organizational resistance, technology barriers, and a lack of effective collaborative tools.
The WebStudy Foundation aims to foster collaboration between educational providers, businesses, and individuals to address siloed thinking and work towards collective solutions. It sees interconnected relationships where individuals gain skills, educational providers offer relevant programs, and businesses hire a competent workforce. The Foundation facilitates donor-funded convenings using a proven methodology to bring together diverse groups, find areas of agreement, and spur innovative collective actions to solve complex problems and minimize an anticipated labor shortage by 2030.
Similar to Michael Sampson - Reimagining the way we work (20)
The Software Defined Institution - Theta 2015Amcom
The significant fragmentation of communications tools emerging in the marketplace and the focus on app-based learning, present great challenge for modern educators. Success will come to those that create the environment to bring together a unified platform to support future-focused learning. Join Brett Looney as he illustrates how the UC platform of today will support the OTT applications of the near future to deliver efficient, intelligent, rich media interaction with students, staff and researchers, wherever they may be.
A year on, learn about Amcom’s journey with HCS
Amcom Cloud Collaboration (Cisco HCS) has hit the market and built a solid customer base within a short period of time. Join us as we share some of our insights and hear what our customers have to say about the Amcom Cloud Collaboration platform and why it is delivering benefits for them from Day 1.
A year on, learn about Amcom’s journey with Cisco HCSAmcom
Amcom Cloud Collaboration (ACC) is a cloud-based unified communications platform that provides features like unified communications, contact center functionality, and self-service portals on a multi-tenant architecture with one instance per customer. It offers benefits over on-premise solutions such as reduced costs from eliminating hardware, data center, and upgrade expenses while providing the same core UC features, flexibility to scale up or down, and redundancy. Customers have praised ACC for its flexibility, easier management of contact centers, and ability to run communication tools cost-effectively across large regional footprints.
Clarity in the virtual world - VMware vRealize Automation With vRealize BusinessAmcom
This document discusses vRealize Automation and vRealize Business, which provide tools for managing hybrid cloud environments. vRealize Automation allows for self-service provisioning of virtual machines on private and public clouds. vRealize Business provides dashboards and analytics for monitoring costs, service quality, and IT performance across multiple cloud platforms. It aims to help IT organizations run their operations like a business by providing visibility, accountability and benchmarking capabilities.
The Software Defined Enterprise - Innovating and disrupting IT in businessAmcom
It’s time to ride the software wave – for too long IT organisations have been hamstrung and spread thin by having to manage the infrastructure and applications, rather being able to focus on delivering the benefits that the business demands. During this presentation, Brett Looney explores why we (as IT professionals) should be thinking about driving everything we do with software innovation; how that relates to the cloud (and why Brett hates that word); and what the path forward is.
Presented by Brett Looney (Head of Innovation - Amcom) at the WA IT Leaders Summit 2014 (http://www.biaust.com.au/wa-it-summit/), at the AWS Summit 2014 Perth (http://aws.amazon.com/aws-summit-2014/perth/), and also at Cisco Live Melbourne 2015 (https://www.ciscoliveaustralia.com/connect/sessionDetail.ww?SESSION_ID=3875&tclass=popup).
How Cloud Collaboration is changing the way universities work.
While most collaboration toolsets have been developed with business in mind, there are a number of ways in which they can be customised to provide real value in an education environment. This session provides real-world examples of how modern hosted collaboration systems can deliver benefits and is intended to provoke discussion about how you can take advantage of this ever-changing technology space.
Presented by Brett Looney (Head of Innovation - Amcom) at QUESTnet 2014 (http://www.questnet2014.net.au/)
What Happens in Vegas (Amcom at EMC Global Forum)Amcom
Hot on the heels of the their recent visit to the 2014 EMC Global Forum, Sean Smith and Kevin Murphy recently presented on the latest announcements made in Las Vegas. This Global Forum sees the unveiling of the latest technology from the global leader in Enterprise Storage.
Kevin and Sean delivered a very insightful, no 'spin' session on EMC’s upcoming product roadmap, and outlined some updates which will assist customers to better deliver with their EMC resources.
They presented the latest information on:
– The best way to transition to hybrid cloud
– Facilitating a culture of collaboration and communication across their organisation, customers and suppliers
– The top trends to look out for in the coming year
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
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Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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2. Michael
Pivot
Theme
Market
Independent
Collabora'on
Strategist
End-‐user
organisa'ons
(not
vendors)
Making
Collabora'on
Work
Culture
Strategy
Adop'on
Industry
Analyst
Author
Workshop
Leader
Work
with
clients
around
the
world
3. Opportuni'es
Collabora'on
in
government
today
Strategy
Developing
a
collabora'on
strategy
Adop'on
Approaching
adop'on
for
collabora'on
5. Defining
“collabora'on”
Doing
stuff
together
Ethos,
Strategy,
Ac'on,
Behaviour
Non-‐
hierarchical
way
of
coopera'ng
Cross-‐silo
Cross-‐agency
Generic
term,
Mul'plicity
of
forms
A
way
of
improving
sans
compe''on
1
6. 2
The
classic
private
sector
reasons
equally
apply
to
the
public
sector
Gaining
access
to
exper'se
Addressing
difficult
problems
Held
by
people
in
a
network
of
connec'ons
Create
willingness
through
par'cipa'on
“Having
a
say”
increases
likelihood
to
par'cipate
7. Wider
Interna'onal
Trends
in
Government
Open
government,
transparency
Engaged
ci'zens
Open
Data
Demand
for
improved
services
Service
delivery
innova'ons
Fiscal
austerity
and
cost
cuXng
3
8.
9. Governments
are
responding
to
these
trends
By
becoming
smarter
BeZer
access
to
informa'on
(New
Zealand
Police)
Faster
access
to
experts
(Tampa
General
Hospital)
By
leveraging
intelligence
Interac've
geospa'al
maps
(Landgate)
Improving
decision
quality
by
managing
grants
(arts)
By
embracing
the
constraints
New
ways
of
mee'ng
together
(County
of
San
Diego)
New
ways
of
learning
together
(development
banks)
4
10. Aligning
with
trends
can
be
overrated
Constrains
thinking
Emphasis
on
risk
avoidance
Can
miss
current
opportuni'es
“No
one
else
is
doing
it.”
5
11. Opportuni'es
Collabora'on
in
government
today
Collabora'on
is
an
emerging
discipline
for
public
and
private
sector
organisa'ons
Many
opportuni'es
to
collaborate
(across
many
different
levels)
17. R
O
A
D
M
A
P
Outline
the
Vision
Process
Efficiency
(Travel)
Process
Effec'veness
(Mee'ngs)
Organisa'onal
Effec'veness
(Duplica'on)
Encourage
Innova'on
(Staffing)
Improving
Communica'on
(Project
Status)
18. 1
Which
of
your
current
work
ac'vi'es
need
to
be
improved?
How
we
hold
mee'ngs
Save
millions
(or
lots)
How
we
work
on
documents
together
Reduce
'me-‐to-‐
write
by
up
to
50%
How
we
share
informa'on
Get
out
of
email
jail
19. 2
What
external
changes
challenge
what
you
are
doing
today?
Widespread
adop'on
of
mobile
devices
Extending
work
capabili'es
to
new
devices
Recent
Auditor
General’s
WA
report
Nega've
IT
narra've
in
Australian
government
Need
to
deliver
a
stream
of
successes
Ac3on
Point
Get
your
IT
house
in
order
Ques3on
Opportunity
for
collabora'on
20. 3
How
does
the
wider
opera'ng
environment
enable
or
constrain?
Fiscal
austerity,
Financial
challenges
Embrace
of
cloud
services
in
Australia
Emerging
field;
various
opportuni'es
and
risks
Failure
of
Shared
Services
in
Australia
CenITex
Businesslink
CITEX
Difficult
'me
to
make
a
case
for
Shared
Services
21. Strategic
Issues
No
single
agency
has
the
knowledge
or
resources
to
deal
with
on
their
own
Na'onal
Projects
One-‐off
events
of
significant
na'onal
interest
e.g.,
hos'ng
the
F1
Grand
Prix
Self-‐Driven,
Inter-‐organisa'on,
and
Peer
ini'a've
Sharing
resources,
pursuing
mutually
beneficial
projects,
or
resolving
common
problems
Programmes
sponsored
by
Central
Agencies
and
Ministries
To
focus
or
steer
agencies
towards
specific
public
sector
priori'es
Human
resources
programmes
for
networking
Communica'ng
common
values,
promo'ng
an
exchange
of
perspec'ves,
networking
with
peers
Technological
plahorms
for
opera'onal
efficiency
Common
ICT
infrastructure
and
applica'ons
to
improve
produc'vity
22. Strategic
Issues
Na'onal
Projects
Programmes
sponsored
by
Central
Agencies
and
Ministries
Self-‐Driven,
Inter-‐organisa'on,
and
Peer
ini'a've
Technological
plahorms
for
opera'onal
efficiency
Human
resources
programmes
for
networking
No
single
agency
has
the
knowledge
or
resources
to
deal
with
on
their
own
Major
Policy-‐Driven,
Top-‐Down
Collabora've
Relies
on
Collabora've
Competence
in
One-‐off
events
of
significant
na'onal
interest
e.Collaborag.,
hos'ng
'on
the
F1
Grand
Prix
Efforts
To
focus
or
steer
agencies
towards
specific
public
sector
priori'es
Place
Sharing
resources,
pursuing
mutually
beneficial
projects,
or
resolving
common
problems
Creates
Connec'ons
between
People
Common
Local
ICT
infrastructure
and
applica'ons
to
improve
produc'vity
Collabora'on
Builds
Competence
in
Collabora've
Behaviours
Communica'ng
common
values,
promo'ng
an
exchange
of
perspec'ves,
networking
with
peers
23. What
is
possible
now
that
you
could
have
never
done
before?
Re-‐Imagining
Effec've
Work
Predic've
crime
analy'cs
Vehicle
Registra'on
Disc
in
the
UK
New
4
technology
to
change
organisa'on
design
Cisco
Sales
Specialists
Video
from
First
Responders
for
Data
Insight
25. 1
Current
processes
with
highly
visible
costs
Travel
for
mee'ngs
Video
Mee'ngs,
Online
Mee'ngs
Distribu'ng
documents
by
email
for
input
and
review
Real-‐'me
document
co-‐authoring
26. 2
Current
processes
that
require
people
to
work
with
many
IT
systems
“Cut-‐and-‐
paste”
between
systems
Manual
processes
(inefficient)
Hard
for
frontline
staff
to
get
a
complete
view
Decisions
are
sub-‐op'mal
27. Current
processes
with
high
error
rates
or
visible
pain
points
Staff
spend
too
much
'me
searching
for
informa'on
Decisions
are
delayed
in
order
to
wait
for
monthly
mee'ng
3
28. They
are
pursued
since
they
are
quick,
not
valuable
They
don’t
address
the
core
problems
4
They
deal
with
surface
or
cosme'c
issues
Quick
wins
can
be
overrated
(speed
vs.
effec'veness)
Staff
become
cynical
and
disengaged
29. Strategy
Developing
a
collabora'on
strategy
Intent
and
strategy
work
together
There
are
specific
ac'vi'es
you
should
be
pursuing
now
30. Opportuni'es
Strategy
Adop'on
Collabora'on
in
government
today
Approaching
adop'on
for
collabora'on
Developing
a
collabora'on
strategy
31. R
O
A
D
M
A
P
Apply
Inten'onal
Energy
to
Adop'on
33. Vendors
have
released
some
amazing
collabora'on
tools
Unified
Comms
Team
Collabora'on
Social
Business
Tools
Increase
clarity
and
empathy
Connect
with
experts
across
the
firm
1
34. 2
Having
great
technology
available
is
not
enough
Technology
maturity
the
least
important
factor
90%
of
success
is
people
factors
Responsive
applica'ons
=
avoid
failure
Culture
Priority
Willingness
Driving
success
requires
a
different
approach
35. 3
Adop'on
doesn’t
just
happen
No
adop'on
=
no
value
Training
isn’t
enough
Poor
adop'on
is
a
common
issue
Business
cases
assume
100%
adop'on
Across
many
IT
systems
36. 4
Work
prac'ces
(and
some'mes
culture)
have
to
change
for
the
technology
to
succeed
Various
strategies
for
different
outcomes
Create
conducive
social
condi'ons
Making
the
“new
way”
the
“now
way”
38. Winning
AZen'on
Exemplar
Stories
Real-‐to-‐Life
Scenarios
Senior
Execu've
Support
Custom
Lists
for
Facili'es
Management
Mee'ngs
only
by
Unified
Comms
stage
1
Organisa'onal
Chaos
Christchurch
earthquake,
Building
shim
39. stage
2
Cul'va'ng
Basic
Concepts
Classroom
Training
Web-‐Based
Training
Pages
on
the
Intranet
Content,
Comfort,
Connec'ons
Reference
material,
Engagement
opportunity
40. stage
Enlivening
Applicability
Facilitated
Group
Re-‐Imagining
Easy
First
Steps
3
One-‐to-‐One
Coaching
Help
teams
embrace
new
ways
of
working
Coaching
on
geXng
beZer
41. stage
Making
It
Real
Zero
Other
Op'ons
Internal
User
Group
4
Stop
Doing,
Start
Doing
PaZerns
Remove
compe'ng
alterna'ves
(desk
phones)
New
group
agreement
about
how
to
work
together
48. STAGE
4
Making
It
Real
STAGE
3
Enlivening
Applicability
STAGE
2
Cul'va'ng
Basic
Concepts
STAGE
1
Winning
AZen'on
Execu've
Sponsorship
Embedded
Champion
Pages
on
the
Intranet
Classroom
Training
Web-‐Based
Training
SharePoint
Respondents
(105)—Use
56. STAGE
4
Making
It
Real
STAGE
3
Enlivening
Applicability
STAGE
2
Cul'va'ng
Basic
Concepts
STAGE
1
Winning
AZen'on
Execu've
Sponsorship
Internal
User
Group
One-‐to-‐One
Coaching
Embedded
Champion
Easy
First
Steps
Real-‐to-‐Life
Scenarios
Pages
on
the
Intranet
Classroom
Training
Web-‐Based
Training
SharePoint
Respondents
(105)—Effec'veness
58. Execu've
Sponsorship
Easy
First
Steps
Embedded
Champion
One-‐to-‐One
Coaching
Real-‐to-‐Life
Scenarios
Internal
User
Group
59. Adop'on
Approaching
adop'on
for
collabora'on
You
need
to
do
more
than
release
new
collabora'on
technology
in
your
agency
Develop
an
adop'on
strategy
so
as
to
pull
through
the
desired
business
value
60. Opportuni'es
Strategy
Adop'on
Collabora'on
in
government
today
Approaching
adop'on
for
collabora'on
Developing
a
collabora'on
strategy
61. call
to
ac'on
call
to
ac'on
call
to
ac'on
Opportuni'es
Strategy
Adop'on
There
are
many
opportuni'es
to
collaborate
in
government;
start
looking
Great
technology
isn’t
enough.
Need
to
re-‐form
work
prac'ce;
start
planning
Drive
from
intent,
but
know
what
is
possible;
start
exploring
62. Books
Workshops
Consul'ng
Collabora3on
Roadmap
(2011)
User
Adop3on
Strategies
(2012)
and
others
On
collabora'on
strategy,
adop'on,
business
value,
governance
On
collabora'on
strategy,
adop'on,
and
human
prac'ces
michaelsampson.net
In-‐house
workshops
Consul'ng
services
to
develop
competence
to
give
direc'on
and
external
viewpoint