Memedge Consulting is a young Swiss company that provides services in communication, collaboration, and business intelligence. It integrates these areas into a single concept using various communication channels, collaborative tools, and open innovation strategies. The company's approach, called Meme-Edge, helps spread ideas and information within organizations by treating them like cultural units or "memes" that must replicate, spread, and evolve over time through selective pressures. Memedge helps clients balance in-person and virtual interactions, nurture business networks, shape dedicated communication programs, and approach new ideas by considering how to help them survive and spread.
The document discusses how online training can provide significant cost savings over traditional in-person training methods by eliminating expensive travel, lodging, and lost productivity costs. It notes that as much as 40 cents of every dollar spent on in-person training goes to these extra costs. The document also highlights other benefits of online training such as increased accessibility, interactivity, flexibility, and the ability to more easily measure training impact. It provides examples of how both large and small companies are successfully using online training methods.
Presentation for HR network in Oslo - the new era of Social Learning and Collaboration. Demo of new learning channels like podcasting, webinars and nano learning.
Instantly Connecting Developers Across The MilesCitrix Online
This new white paper examines the key challenges remote developers and teams face while exploring the advantages of leveraging an online collaboration solution to instantly connect, eliminate travel and expedite projects.
The document discusses exploring the use of Web 2.0 technologies and social media at a college. It maps out key stakeholders and interests, and considers running an open development process. Staff and students are encouraged to explore blogs and social media to understand Web 2.0. The college is considering using existing social networking and file sharing systems, as well as setting up online forums, video/podcasts, and wikis for collaboration. An open-source social networking system and project management tools may be adopted.
Twelve lessons to Develop and Sustain Online Knowledge CommunitiesJose Claudio Terra
O desenvolvimento de comunidades de prática vem se tornando uma das ferramentas mais importantes na Gestão do Conhecimento. Assim, artigo apresenta e discute doze lições práticas para criar e manter comunidades de prática virtuais em empresas.
www.terraforum.com.br
Blending Web 2.0 Technologies with Traditional Formal LearningEboni DuBose
This document discusses blending formal learning methods with informal learning and performance support using Web 2.0 technologies. It defines formal learning, informal learning, and performance support. It then describes key Web 2.0 technologies like blogs, discussion forums, wikis, and social networking. It provides examples of how these technologies can be used to supplement traditional training programs in areas like onboarding, leadership development, and technical skills training. The document advocates a blended approach that leverages both traditional methods and new Web 2.0 technologies to maximize learning.
Memedge Consulting is a young Swiss company that provides services in communication, collaboration, and business intelligence. It integrates these areas into a single concept using various communication channels, collaborative tools, and open innovation strategies. The company's approach, called Meme-Edge, helps spread ideas and information within organizations by treating them like cultural units or "memes" that must replicate, spread, and evolve over time through selective pressures. Memedge helps clients balance in-person and virtual interactions, nurture business networks, shape dedicated communication programs, and approach new ideas by considering how to help them survive and spread.
The document discusses how online training can provide significant cost savings over traditional in-person training methods by eliminating expensive travel, lodging, and lost productivity costs. It notes that as much as 40 cents of every dollar spent on in-person training goes to these extra costs. The document also highlights other benefits of online training such as increased accessibility, interactivity, flexibility, and the ability to more easily measure training impact. It provides examples of how both large and small companies are successfully using online training methods.
Presentation for HR network in Oslo - the new era of Social Learning and Collaboration. Demo of new learning channels like podcasting, webinars and nano learning.
Instantly Connecting Developers Across The MilesCitrix Online
This new white paper examines the key challenges remote developers and teams face while exploring the advantages of leveraging an online collaboration solution to instantly connect, eliminate travel and expedite projects.
The document discusses exploring the use of Web 2.0 technologies and social media at a college. It maps out key stakeholders and interests, and considers running an open development process. Staff and students are encouraged to explore blogs and social media to understand Web 2.0. The college is considering using existing social networking and file sharing systems, as well as setting up online forums, video/podcasts, and wikis for collaboration. An open-source social networking system and project management tools may be adopted.
Twelve lessons to Develop and Sustain Online Knowledge CommunitiesJose Claudio Terra
O desenvolvimento de comunidades de prática vem se tornando uma das ferramentas mais importantes na Gestão do Conhecimento. Assim, artigo apresenta e discute doze lições práticas para criar e manter comunidades de prática virtuais em empresas.
www.terraforum.com.br
Blending Web 2.0 Technologies with Traditional Formal LearningEboni DuBose
This document discusses blending formal learning methods with informal learning and performance support using Web 2.0 technologies. It defines formal learning, informal learning, and performance support. It then describes key Web 2.0 technologies like blogs, discussion forums, wikis, and social networking. It provides examples of how these technologies can be used to supplement traditional training programs in areas like onboarding, leadership development, and technical skills training. The document advocates a blended approach that leverages both traditional methods and new Web 2.0 technologies to maximize learning.
Knowledge Management in Enterprise 2.0 - Part 4Telekom MMS
The document discusses the "Enterprise 2.0 error" of focusing too much on informal use cases of social software in companies rather than formal use cases that provide clear benefits. It identifies three main problems: 1) excessive expectations about benefits from informal community activities, 2) communities cannot be business critical as they require informality, 3) informal use cases alone do not provide enough reason for regular participation. The key insight is that social tools should primarily enhance formal use cases like internal communication, projects/processes, and personal information management, which draw users to a platform, instead of focusing on communities.
An expert summarizes the key points from the document in 3 sentences:
The document discusses trends in developing effective corporate intranets, including stakeholder engagement, information architecture, content management, design, innovation, and tools to enable collaboration. It provides examples of how one large multinational company has improved its intranet to better communicate with a global workforce. While social media tools like Twitter could enable communication, their misuse risks distracting from important company messages unless robust governance policies are established.
The document outlines a workshop to explore developing a Web 2.0 learning environment. It will include a presentation on Web 1.0 vs 2.0, a card game to design a possible new system, and discussion of what this means. Participants will break into groups to envision the system from the perspectives of students, staff, and administration. They will consider approaches, development methods, and tools to include within a budget. Finally, groups will write stories about what it will be like for their assigned role when the new system is implemented. The workshop aims to start a collaborative design process for a more personalized, networked online learning environment.
Originally presented at the Boston KM Forum meeting at Bentley, Wednesday, April 9, 2008.
At the time, our first-quarter 2008 “Market IQ” on Enterprise 2.0 had just been completed, and a survey of 441 people revealed a subset who are having more success with Enterprise 2.0 than the general survey population. Does Enterprise 2.0 signify the birth of KM 2.0? We’ll examine some of the findings, and discuss the implications for new and old KM implementations.
This document provides an overview of the Intra.NET Reloaded 2012 conference that was held from April 17-18, 2012 at the nhow Berlin hotel. The conference included over 20 case studies, 4 world cafes, and morning and icebreaker sessions. It featured speakers from various global companies discussing topics related to developing effective intranets and digital workplaces, including search and find, strategy, team collaboration, social media, knowledge management, compliance, privacy, and measurement.
A paper from Jeremy Blain of Cegos (www.cegos.com)
We have heard all about the new ways we can interact and learn through the internet. This paper highlights some of them and talks through the main developments, and importantly, the impact on the learner and learnign experience.
Montressa L. Washington gave a presentation on using crowdsourcing, collaboration and Web 2.0 tools to enhance project management. She discussed how Enterprise 2.0 allows for new collaboration patterns through tools like wikis, blogs and social networks. Examples were given of how crowdsourcing, collaboration and social media can be used in project management, such as using ideation platforms for crowdsourcing ideas and online communities to facilitate collaboration. Web 2.0 tools like social bookmarks and profiles can also help with knowledge sharing and finding expertise.
This document discusses World Digital Innovations' (WDI) digital signage solutions for effective communication on college campuses. WDI combines technological expertise with experience in retail to develop dynamic digital displays. These signs streamline tasks like registration and emergency alerts while engaging students with real-time updates and interactive content. WDI signs are strategically placed in high-traffic areas to maximize viewership of important messages and opportunities to various campus stakeholders.
Evaluation of BlueJeans Command Center by Wainhouse ResearchBlueJeans Network
Wainhouse puts BlueJeans Command Center under the microscope. Senior analysts share their objective feedback and examine real-world scenarios where detailed video call information comes to the rescue.
This document analyzes usage of the online collaboration tool Adobe Connect within Penn State University. The researchers conducted interviews with 8 individuals familiar with Adobe Connect to understand how it is utilized. Key findings included that Adobe Connect is used for synchronous group meetings, blended course activities, and training sessions. It allows features like video/audio conferencing, file sharing, polling, and chat. However, challenges remain in fully utilizing new technologies for collaboration across a large, geographically dispersed university system.
The document discusses the next generation workplace and unified communications and collaboration (UC&C). It states that UC&C provides an opportunity for the CIO to deliver game-changing value to businesses by fundamentally changing how people collaborate. The next generation workplace framework links people, organizational structures, and work processes with technology to create an exciting, effective, and collaborative work environment. It provides tools for seamless communication and collaboration, regardless of location, to help reduce costs and increase productivity.
The next generation of collaborative work will be defined by a shift from information handling to interaction management and socialization. Social software seems an unlikely example for enterprise collaboration initially, but networks allow tapping into collective coworker knowledge better than previous approaches. Communities form organically in social networks, connections are stronger, and adoption is faster due to ease of use. While past technologies like groupware and portals improved collaboration, social software facilitates user-driven interaction and knowledge-sharing.
Teampark and SharePoint 2010 social collaborationAlbert Hoitingh
The document discusses social collaboration using SharePoint. It defines social as a gradient ranging from implicit networks to fully crowd-sourced collaboration. It highlights how SharePoint 2010 enables social connections through profiles, presence information, notes, insights into organizations, and social networks. It allows for social content like blogs and wikis, social feedback through ratings and tagging, and social search based on relevance and social distance. The document presents TeamPark as a trajectory for SharePoint implementation with four phases - awareness, strategy, implementation, and achieving an active collaboration platform. It notes that in reality, multiple implementations and platforms can be active simultaneously while awareness and strategy phases may be discounted.
Online success in 4 steps step 1 visionPresent Media
This document provides guidance on developing an online vision in 4 steps. It defines a vision as having 3 elements: 1) looking 3-5 years ahead, 2) identifying relevant factors for the organization, and 3) defining the role of online. Developing a vision requires analyzing developments, trends, and the organization's policies to identify inputs. These inputs come from analyzing socio-cultural, economic, political, technological, ecological, and demographic factors, as well as trends in the target audience, sector, and online possibilities. The document is intended to help online professionals establish an effective online strategy by first developing a clear online vision.
This panel discussion provided best practices for conducting successful webinars. The panelists found that webinars complement in-person events by providing efficient, interactive learning opportunities. Webinars appeal to diverse audiences and generations. Key considerations for webinars include selecting hot topics and big-name speakers, choosing weekdays, scheduling 60-90 minute sessions, researching vendors, and marketing through emails. Panelists priced webinars from $250-400 to produce revenue while delivering value. Preparing speakers involves coaching them on technology and conveying content conversationally.
The document discusses the benefits of social collaboration technologies in the workplace. It summarizes views from several industry analysts that predict increased adoption of social tools for business communication and collaboration. The document then outlines Atos' approach to social collaboration, called "Zero email", which aims to reduce workplace email use. Atos provides examples of deploying social collaboration solutions for various clients and shares the benefits experienced, such as increased productivity, employee engagement, and speed of communication.
Professional Virtual Community Solution - iON Cloud ERPChirantan Ghosh
Advances in Internet technology have stimulated the rise of social communities. These communities have emerged as new organizational arrangements aimed at promoting knowledge development, value creation and social welfare...
The document discusses Atos' initiative to become a zero email company within 3 years. It provides background on high email volumes negatively impacting productivity. Existing solutions like expanding mailboxes or improving search were deemed insufficient. Atos analyzed email uses and internal tools to develop an integrated enterprise social network approach. A crowdsourced process identified requirements. Pilots launched in 2011 with the goal of reducing internal emails to zero by 2013 through cultural change, training, rationalizing processes and adopting social tools. Expected benefits included increased productivity, satisfaction and meetings reduction while decreasing search time.
Knowledge Management in Enterprise 2.0 - Part 4Telekom MMS
The document discusses the "Enterprise 2.0 error" of focusing too much on informal use cases of social software in companies rather than formal use cases that provide clear benefits. It identifies three main problems: 1) excessive expectations about benefits from informal community activities, 2) communities cannot be business critical as they require informality, 3) informal use cases alone do not provide enough reason for regular participation. The key insight is that social tools should primarily enhance formal use cases like internal communication, projects/processes, and personal information management, which draw users to a platform, instead of focusing on communities.
An expert summarizes the key points from the document in 3 sentences:
The document discusses trends in developing effective corporate intranets, including stakeholder engagement, information architecture, content management, design, innovation, and tools to enable collaboration. It provides examples of how one large multinational company has improved its intranet to better communicate with a global workforce. While social media tools like Twitter could enable communication, their misuse risks distracting from important company messages unless robust governance policies are established.
The document outlines a workshop to explore developing a Web 2.0 learning environment. It will include a presentation on Web 1.0 vs 2.0, a card game to design a possible new system, and discussion of what this means. Participants will break into groups to envision the system from the perspectives of students, staff, and administration. They will consider approaches, development methods, and tools to include within a budget. Finally, groups will write stories about what it will be like for their assigned role when the new system is implemented. The workshop aims to start a collaborative design process for a more personalized, networked online learning environment.
Originally presented at the Boston KM Forum meeting at Bentley, Wednesday, April 9, 2008.
At the time, our first-quarter 2008 “Market IQ” on Enterprise 2.0 had just been completed, and a survey of 441 people revealed a subset who are having more success with Enterprise 2.0 than the general survey population. Does Enterprise 2.0 signify the birth of KM 2.0? We’ll examine some of the findings, and discuss the implications for new and old KM implementations.
This document provides an overview of the Intra.NET Reloaded 2012 conference that was held from April 17-18, 2012 at the nhow Berlin hotel. The conference included over 20 case studies, 4 world cafes, and morning and icebreaker sessions. It featured speakers from various global companies discussing topics related to developing effective intranets and digital workplaces, including search and find, strategy, team collaboration, social media, knowledge management, compliance, privacy, and measurement.
A paper from Jeremy Blain of Cegos (www.cegos.com)
We have heard all about the new ways we can interact and learn through the internet. This paper highlights some of them and talks through the main developments, and importantly, the impact on the learner and learnign experience.
Montressa L. Washington gave a presentation on using crowdsourcing, collaboration and Web 2.0 tools to enhance project management. She discussed how Enterprise 2.0 allows for new collaboration patterns through tools like wikis, blogs and social networks. Examples were given of how crowdsourcing, collaboration and social media can be used in project management, such as using ideation platforms for crowdsourcing ideas and online communities to facilitate collaboration. Web 2.0 tools like social bookmarks and profiles can also help with knowledge sharing and finding expertise.
This document discusses World Digital Innovations' (WDI) digital signage solutions for effective communication on college campuses. WDI combines technological expertise with experience in retail to develop dynamic digital displays. These signs streamline tasks like registration and emergency alerts while engaging students with real-time updates and interactive content. WDI signs are strategically placed in high-traffic areas to maximize viewership of important messages and opportunities to various campus stakeholders.
Evaluation of BlueJeans Command Center by Wainhouse ResearchBlueJeans Network
Wainhouse puts BlueJeans Command Center under the microscope. Senior analysts share their objective feedback and examine real-world scenarios where detailed video call information comes to the rescue.
This document analyzes usage of the online collaboration tool Adobe Connect within Penn State University. The researchers conducted interviews with 8 individuals familiar with Adobe Connect to understand how it is utilized. Key findings included that Adobe Connect is used for synchronous group meetings, blended course activities, and training sessions. It allows features like video/audio conferencing, file sharing, polling, and chat. However, challenges remain in fully utilizing new technologies for collaboration across a large, geographically dispersed university system.
The document discusses the next generation workplace and unified communications and collaboration (UC&C). It states that UC&C provides an opportunity for the CIO to deliver game-changing value to businesses by fundamentally changing how people collaborate. The next generation workplace framework links people, organizational structures, and work processes with technology to create an exciting, effective, and collaborative work environment. It provides tools for seamless communication and collaboration, regardless of location, to help reduce costs and increase productivity.
The next generation of collaborative work will be defined by a shift from information handling to interaction management and socialization. Social software seems an unlikely example for enterprise collaboration initially, but networks allow tapping into collective coworker knowledge better than previous approaches. Communities form organically in social networks, connections are stronger, and adoption is faster due to ease of use. While past technologies like groupware and portals improved collaboration, social software facilitates user-driven interaction and knowledge-sharing.
Teampark and SharePoint 2010 social collaborationAlbert Hoitingh
The document discusses social collaboration using SharePoint. It defines social as a gradient ranging from implicit networks to fully crowd-sourced collaboration. It highlights how SharePoint 2010 enables social connections through profiles, presence information, notes, insights into organizations, and social networks. It allows for social content like blogs and wikis, social feedback through ratings and tagging, and social search based on relevance and social distance. The document presents TeamPark as a trajectory for SharePoint implementation with four phases - awareness, strategy, implementation, and achieving an active collaboration platform. It notes that in reality, multiple implementations and platforms can be active simultaneously while awareness and strategy phases may be discounted.
Online success in 4 steps step 1 visionPresent Media
This document provides guidance on developing an online vision in 4 steps. It defines a vision as having 3 elements: 1) looking 3-5 years ahead, 2) identifying relevant factors for the organization, and 3) defining the role of online. Developing a vision requires analyzing developments, trends, and the organization's policies to identify inputs. These inputs come from analyzing socio-cultural, economic, political, technological, ecological, and demographic factors, as well as trends in the target audience, sector, and online possibilities. The document is intended to help online professionals establish an effective online strategy by first developing a clear online vision.
This panel discussion provided best practices for conducting successful webinars. The panelists found that webinars complement in-person events by providing efficient, interactive learning opportunities. Webinars appeal to diverse audiences and generations. Key considerations for webinars include selecting hot topics and big-name speakers, choosing weekdays, scheduling 60-90 minute sessions, researching vendors, and marketing through emails. Panelists priced webinars from $250-400 to produce revenue while delivering value. Preparing speakers involves coaching them on technology and conveying content conversationally.
The document discusses the benefits of social collaboration technologies in the workplace. It summarizes views from several industry analysts that predict increased adoption of social tools for business communication and collaboration. The document then outlines Atos' approach to social collaboration, called "Zero email", which aims to reduce workplace email use. Atos provides examples of deploying social collaboration solutions for various clients and shares the benefits experienced, such as increased productivity, employee engagement, and speed of communication.
Professional Virtual Community Solution - iON Cloud ERPChirantan Ghosh
Advances in Internet technology have stimulated the rise of social communities. These communities have emerged as new organizational arrangements aimed at promoting knowledge development, value creation and social welfare...
The document discusses Atos' initiative to become a zero email company within 3 years. It provides background on high email volumes negatively impacting productivity. Existing solutions like expanding mailboxes or improving search were deemed insufficient. Atos analyzed email uses and internal tools to develop an integrated enterprise social network approach. A crowdsourced process identified requirements. Pilots launched in 2011 with the goal of reducing internal emails to zero by 2013 through cultural change, training, rationalizing processes and adopting social tools. Expected benefits included increased productivity, satisfaction and meetings reduction while decreasing search time.
5. Sportswear & Promotional Garments:
We have developed a state-of-the-art manufacturing unit at Faridabad (Haryana), India. The unit is well equipped with imported world renowned machines like Juki, Pegasus, and Kansai, Brother etc. to maintain & ensure uninterrupted production process.
We have got in house Tajima embroidery machines for embroidery jobs.
Being a quality centric organization, we strive hard to ensure international standards of our product range. Also we use quality material such as thread, elastic, zipper to ensure the quality of our product range.
• Sports Wear
We manufacture the sports apparels for the games like Cricket, Football, Volleyball, Basketball, Handball, Hockey etc., Also we specialized in manufacturing of Track Suits, Track Bottoms, Shorts, and Polo T-shirts etc. We also have a range of "SanDry" fabric, which wicks moisture away from your skin to leave you drier. "SanDry" delivers excellent ventilation while managing heat and sweat.
• Promotional Stuff
We manufacture promotional T-shirts, Track Suits, and Jackets & Caps with customized company logos.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Physician Review Sites - Love them or hate them...they are here to stay and their use is growing each year. Learn how to leverage the positive neutral and the negative reviews to grow your practice.
Village Capital offers a retail branch platform for direct mortgage lending with no upfront costs and the ability for managers to keep 100% of revenue. The platform provides target lead generation, marketing support, and access to underwriting and compliance monitoring. Managers have autonomy to set payroll and control their business while gaining access to various loan products, processing support, and decision makers. Interested parties can contact the listed representative for more details.
Supporting collaboration at Ernst & YoungJames Dellow
Knowledge management is an important element of Ernst & Young’s competitive strategy. Computer-mediated collaboration at Ernst & Young is enabled through 400 specialist staff working in knowledge centres in 10 countries. The role of these knowledge centres can be explained through the
collaborative infrastructure framework developed by Evaristo and Munkvold (2002) and it can be shown how these knowledge centres support the effective
sharing of firm specific knowledge for using user-driven collaborative tools. In particular, the author notes the need to minimise software risk by sharing knowledge that has traditionally been the domain of IT specialists. This presentation accompanies a paper presented at KM Challenge 2004 in March 2004, in Sydney, Australia. The paper can be downloaded via http://chieftech.com.au/articles-presentations-and-papers
By introducing a modern, integrated online platform using technologies like web frameworks and cloud hosting, the CPD Foundation was able to:
1) Provide a more engaging environment for members to interact and encourage new subscriptions.
2) Create cost-effective solutions tailored to their needs without expensive bespoke systems.
3) Generate new revenue streams like educational webcasts and targeted advertising by analyzing member usage data.
Web conferencing allows participants in different locations to communicate live over the internet. It allows sharing of presentations, files, and collaboration via chat and whiteboarding. A case study at McMaster University found that web conferencing supported education by allowing classes with remote students. A survey identified views of participants - the majority saw value but cited technical issues, while some enjoyed the technology and communicating remotely. Overall web conferencing was seen as enabling communication when face-to-face was not possible, but training and technical support are needed for successful implementation.
The document provides an 8-step guide to understanding the possibilities of video conferencing. It discusses how video conferencing can change the way people communicate by saving costs and improving productivity. It encourages readers to imagine how their organization could use video conferencing across different departments like executives, sales, HR, R&D, and more. The guide also discusses calculating return on investment and outlines the essential video components and elements of an end-to-end video conferencing solution.
Best Practices in Leveraging Virtual Environments for Learning Human Capital Media
Hear how ACS (a Xerox company) is being more cost effective and engaging by leveraging virtual environments and find out how they effectively aligned with corporate initiatives to drive business forward by enabling instant access to content, subject matter experts and peers. You’ll learn how ACS was able to leverage virtual environments to provide an array of opportunities to facilitate formal, informal and social learning and give attendees control. Thanks to interactivity, the ACS attendees learn real applied examples, not just theories.
• During this interactive session you will learn:
• An outline of a six step process in launching a virtual learning environment.
• How to track more than just attendance and tests, but actual learners’ behavior.
• How learning occurs in synchronous and asynchronous modes inside virtual environments.
• Challenges and successes with launching a virtual learning environment.
The document summarizes a PhD student's research on developing a Debate Dashboard to reduce the barriers to adoption of online argument mapping tools. The Dashboard would provide three types of visual feedback on conversations to users: details on participants, how users interact, and the generated content. This feedback aims to decrease the cognitive effort required for users and make the benefits of argument mapping tools more apparent. An initial prototype of the Dashboard will be designed by integrating selected visualization tools and tested through expert interviews and a user survey.
This presentation explorde some of the big trends in digital learning at the moment.
- the use of artificial intelligence in L&D
- the maturation of xAPI and how L&D is becoming more data driven
- the relationship between microlearning and learning while working, and personalisation of learning
- the rise of digital workplaces and what this means for L&D
virtual reality and augmented reality
- the new role of the LMS in a learning ecosystem and the growth of learning experience platforms.
Introduction to the EDF Innovation Exchangeedf_innovex
This presentation was used in a session at the EDF Corporate Partnerships retreat in June to discuss the approach proposed for the Innovation Exchange.
Essay About Achieving Success And Virtual TeamsPatty Buckley
The document discusses achieving success with virtual teams. It notes that companies are increasingly utilizing virtual teams to reduce costs and improve efficiency. Virtual team members are geographically dispersed and use technology to communicate and collaborate. The document outlines some keys to success for virtual teams, including members being self-motivated, able to manage their time well, and communicate effectively. It also discusses how lack of clarity in communication can lead virtual teams to fail. Overall the document provides an overview of virtual teams and some factors that contribute to their success or failure.
First Firecat Friday presentation: tools, best practices and design insights we've put to work for organizations of all sizes to help groups and teams work on projects, share ideas, keep track of files, stay on top of tasks -- while feeling like a team.
Today’s IT investments require bottom-line, quantifiable truths and Unified communications (UC) is no exception. This whitepaper covers best practice tips on building a comprehensive business case for UC systems
Solving Today's HR, Communication & Leadership Challenges With Microsoft 365 ...Richard Harbridge
Microsoft 365 Intranets are capable of a lot more than just getting key corporate messaging out.
Internal Communications leaders have shifted from editors to enablers. With that shift comes a change from enforcing messaging to empowering and amplifying excellent communications and great ideas throughout the business. From preboarding to offboarding, HR's challenges are harder today than they have ever been before. Naturally, how these leaders leverage the digital workplace has changed as well, especially in how they leverage technology to achieve more with less.
Join our Product Offering Lead, Anders Fagerlund, and the CTO of 2toLead, Richard Harbridge, a Microsoft MVP and internationally recognized expert on Microsoft 365 and the Digital Workplace. This webinar will explore ideas and solutions that HR and Corporate Communications have embraced to improve how, where, and when they engage with employees.
We will discuss:
How to best leverage SharePoint, Microsoft Teams, and Yammer for modern communications.
How to take advantage of AI and Microsoft technology to accelerate and improve key communication and content.
Microsoft Intranet's best practices and approach that can make all the difference.
There will also be a short Q&A session at the end of the webinar.
Target audience
This event is primarily aimed at roles like CIO, CCO, CTO, Digital Workplace or Intranet Managers or similar roles within organizations planning to improve their digital workplace based on Microsoft technology.
Whitepaper on the uptake of virtual conferences- essentials for successAfriciaRabare
Like every new trend, there are people who catch on fast, others who dilly dally, and those who prefer to fight newness than to give it a chance to impress them. This whitepaper is for all the three parties- it will give you insight on how the platforms work, guidance on how to select the right virtual tool, and knowledge on the basics of conducting a good virtual conference.
You will gain clarity on the importance of knowing your audience before selecting the virtual tool that resonates with them-because in as much as different platforms do different things, you cannot buy engagement. You have to build engagement (Tara Nicholle Nelson) from assessing your audience.
Do you want your audience to be as intrigued as they would be if it were an in-person conference? you want them to relish this new approach? then check out this whitepaper to learn more.
#KSUGrads
This document discusses optimizing video conferencing solutions for meetings with onsite and remote participants. It argues that while video conferencing is useful for connecting remote workers, it is not well-suited for collaboration in meetings. Specifically, using video conferencing for in-room meetings is inefficient and limits collaboration compared to technologies designed for sharing content and collaborating. It recommends that organizations invest more in collaboration technologies and integrate them with video conferencing to better serve all meeting participants.
E-learning can help organizations achieve sustainability through a triple bottom line approach. It benefits people through flexible, accessible training that increases productivity. It benefits the planet by reducing environmental costs of classroom training through less travel and paper usage. It benefits profits through cost savings on materials, travel, facilities and administrative time while providing measurable ROI. Leading companies implement e-learning strategies using tools like rapid e-learning, web conferencing, custom courses, simulations and telepresence to train employees remotely while reducing carbon footprint.
The document discusses various topics related to organizational communication including formal small group networks like chains and wheels, grapevine communication, rumors, electronic communications like email and instant messaging, social networking sites, blogs, and video conferencing. It provides definitions and benefits of these different communication methods and discusses how management can address negative consequences of rumors. Knowledge management is also summarized as a process of organizing and distributing an organization's collective wisdom to get the right information to the right people at the right time. Examples are given of how BP and Hewlett-Packard have improved outcomes through knowledge management.
Social Mobile Learning: A Living and Learning ExperienceAffero Lab
This presentation aims to show the attendants the process and technologies involved in a solution designed so the student can have access to it in an informal learning online platform and through a tablet application. We call it a Social Mobile Learning Experience: after the base material is delivered, students, teachers and tutors can interact and collaborate with it. Indeed, it is a learning and living experience, since the interaction enriches the content, turning it into a unique experience, depending on how the community contributes and adds value to the resources.
Similar to Overcoming the online training dilemma (20)
Social Mobile Learning: A Living and Learning Experience
Overcoming the online training dilemma
1. WHITEPAPER
Overcoming the
Online Trainer’s
Dilemma
Finding Balance through a
Proper Mix of Specialized
Real-Time and On Demand
Web Conferencing Tools Alan D. Greenberg & Andy Nilssen
April 2010
Study sponsored by:
4. The Evolution of Web Conferencing for Training
Since its early incarnations as a method of sharing PC content with others located far away, Web
conferencing has always been appealing to trainers in the workplace. Early on the technology offered the
promise to help trainers support remote workers, taking the already well-understood computer-based
training (CBT) model and placing it within an online context, albeit with greater real-time interactivity. In
many respects, however, no one could imagine as the millennium arrived just how much training would
go online – and how, while Web conferencing would not completely supplant earlier technologies, it would
sap certain approaches (e.g., CBT, videotapes, CD’s, etc.) while opening up new possibilities for topics
that traditionally were taught only face-to-face. A timeline of the evolution of training technologies might
look like the following:
Enterprise Social Networking
Web 2.0
Lecture capture
CD’s & DVD’s Streaming media
Web conferencing Wave 1 Web conferencing Wave 3
1980’s 1990’s 2000’s 2010’s
Workbooks Simulation software
CBT LMS/CMS platforms
Videotapes Intranets
Interactive Whiteboards
Web conferencing Wave 2
Figure 1 The Evolution of Training Technologies
The environment for training in 2010 looks far different from the past. Today, organizations must be more
flexible than ever before, are asked to support planned and ad hoc activities, and are expected to handle
more content in as reusable a fashion as is possible. In organizations with formal training departments, it
is the trainer who is expected to help support the mission of the organization (e.g., product rollouts,
employee training, partner or customer training, etc.) while also incorporating the latest technologies while
also addressing HR expectations. In smaller organizations that lack formal training departments, the job
of training often falls upon the product manager, or the sales or marketing director, or whoever comes
closest to fitting the bill to serve as the subject expert. And these individuals are no less responsible for
supporting the respective missions of their organizations.
Web conferencing has been one tool that has appealed to organizations both large and small, for its
ability to extend reach, improve productivity, cut travel costs, and lead to improved quality of life. In
general, the “Road Warrior Trainer” of years past has been somewhat replaced by today’s “Keyboard
Warrior Trainer.” In fact, the evolution of online training has progressed through three distinct phases:
Overcoming the Online Trainer’s Dilemma Page 2
6. each respondent for between 30 minutes and one hour, and were meant to explore not only particular
feature sets, but also their particular climates and needs for training.
The respondent mix blends small-to-medium businesses with large companies. Interviewed were trainers
from a variety of job functions (either full-time trainers, or sales/marketing/management involved in
training). Three of nine respondent organizations are specifically in the business of training. Respondent
organizations and individual titles consisted of:
# of
Type of Organization Title
Employees
Software applications development <5 VP Sales and Support
Project management training ~ 10 Chief Marketing Officer
Online software training ~ 12 Founder / Administrator
Commercial real estate 25 Education Manager
development association
Web Development/training < 50 President/Founder
Consumer technical services ~ 500 Operations Manager
Real estate sales ~ 800 Director, Projects and Agent
Services
Medical transcriptions/health 1,000 Training Coordinator
information management
Transportation > 275,000 HR Advisor & Leadership
Coach
Table 1 Respondent Demographics
Waves 1 and 2 Benefits and Challenges
W ave 1
The experience of using Web conferencing for training during its Wave 1 was a “learning experience,” to
say the least. Trainers saw the pros from the start: it appeared to be simple to share a screen, speak to
PowerPoint, demonstrate technology, or walk through documents. Often they jumped on the bandwagon
and took advantage of corporate licenses of basic meeting technologies; other times they were the early
adopters, pushing the collective envelope on early applications because they desired to reach more
learners and improve their quality of life. And, for the most part, it worked.
Yet it is hard to believe, only ten years ago Web conferences could only be launched stand-alone, with
audio conferences always initiated separately via audio bridges; and Web conferencing was far from the
mainstream. Besides a comfort level not yet reached regarding the ability to be certain that learners were
“getting it,” other challenges existed in the course of using what essentially were “meeting” tools for
training.”
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8. These challenges include:
Complex user interfaces for both instructors and learners, which sometimes have interfered with the
notion of simple interactivity.
Feature bloat, distracting at least, but resulting in the sense that some features that sounded good on
paper were superfluous – or rarely used.
The continued need for downloaded clients (although on the positive side, many vendors and service
providers now offer more sophisticated tests to ensure PC’s
will work with their products). These clients sometimes are At a previous company, we had
large and evolve so frequently they confuse their users. problems with (competitor product’s)
applet download. Anytime someone
Separate tasks “kluged” together, such as multiple steps
needed to use that product, IT had to
required to record, archive, and make available content to
allow it. That’s why we stopped using
learners.
it, and got out of the contract.
Abuse of the Webinar concept, whereby the very
– Barb D., Education Mgr, NAIOP
interactivity appreciated in Wave 1 was removed as trainers
embraced larger class sizes and events.
Continued requirements for full-featured LMS platforms to enable uploading, archiving, and reuse of
content.
Some platforms continuing to require that PowerPoint files be uploaded for processing prior to an
actual class session.
With the costs associated with having to learn a complex Web conferencing training solution, if the
adoption rates are low then an organization will have negatively affected its return on investment. This
unfortunately has happened to too many training organizations in recent years. Yet even with the many
features made available in Wave 2, some elementary capabilities have been noticeably absent, such as
the ability to limit course registration sizes in scheduling/registration systems, or the inability to create
waiting lists. The result of the overabundance of some features and the continued lack of other simple
tools was that some training organizations have run away from Wave 2 due to its perceived costs and
complexity – sticking with the basic meeting technologies of Wave 1 platforms.
The Ideal “3rd Wave” Web Conferencing Platform
The goal of an ideal online training platform should be to provide a balance of functionality and simplicity,
while offering a basic set of trainer- and learner-centric capabilities. In this case, the 80/20 rule applies.
Thus the ideal Wave 3 platforms will be crafted around a carefully considered set of essential features,
resulting in a solution that is both easy to use (not always an easy feat) and affordable. The idea should
be that, properly executed, “less is more.”
Wainhouse Research believes that five major factors are essential to a Web conferencing platform
designed for corporate training: 1) flexible scheduling and registration; 2) flexible materials delivery;
3) simple interactivity; 4) trainer- and learner-enabling features; and 5) easy archival and reuse of
sessions and content. All of these should combine into a single easy-to-use capability.
Overcoming the Online Trainer’s Dilemma Page 6
10. Support for the ability to share content on-the-fly,
spontaneously, allowing trainers to deviate from pre- This is a nice feature they added. I
planned content. The last thing a trainer wants to do is to record and upload to GoToTraining,
have to upload a file while in the middle of an interactive then create a link from my LMS for
session. those who want to view the recorded
class. I don’t have to upload to my
Interac tivity own server.
The beauty of online training rests in the interactivity it fosters, – Karen B., Founder/Administrator,
and though we appreciate Webinars as an informational format Digital Art Academy
with many benefits, we believe informational Webinars are far
different from online training events. Online training events – whether highly instructor led or whether
highly self-paced with moderate intervention – are built around an entirely different set of expectations for
outcomes. Thus they should be built with a core set of tools:
Application / Web sharing from any participant PC screen – This is essential in a world where
learning, as in most other areas, is now understood to be as much about learner-to-learner
interactions as about instructor-to-learner contact. Put simply, application sharing means others get
access to PC software to interact around that software, while screen sharing means anyone with a
good idea or clever content can contribute to collective learning.
The quizzing capabilities give
Ability to monitor learners with simple hand raising tools – presenters the tools they need to
After years of watching vendors produce a range of highly make the classes interactive – which
subtle to highly “cutesy” and distracting hand is the most important thing for online
raising/attention seeking tools, we have come to believe learning.
that less is more when it comes to hand raising in online
training classes. In other words, the act of hand raising – Jenina S., Chief Operations Officer,
needs to be simple for the learner and neither too obtrusive, Solutions Cube Group
nor too subtle, for the trainer.
Ability to let trainers and learners present with simple annotation tools. Again, like hand raising tools,
annotation tools can either be terribly misused, or simple and intuitive.
T rainer-C entric (and L earner-E nabling) C apabilities
At its core, online training should be about interactivity. Thus a trainer-centric Web conferencing platform
should support an appropriate number of learners. No one needs 2,000 in a class – that calls for Webinar
technologies. The light-weight, balanced Wave 3 trainer platform should include:
Text chat and the ability to ask questions and reply to learners and instructors. Chat should support
interactions between learners as well as learner-to-instructor.
A mix of tests, ad hoc quizzes, and pre- or post-event polls – with the ability to review results after a
class has ended. A poll, or evaluation, is different from a test, and should be a distinct feature to
ensure that learner feedback is gathered.
Overcoming the Online Trainer’s Dilemma Page 8
12. The Potential Impact of Wave 3 on Online Training
Many organizations encounter difficulties in scaling their training
programs because of complexity, cost, or the “Webinar” bias I have seen some competing products
that says one-way delivery of content is enough. The fact is - so I now appreciate GoToMeeting /
that two-way interactivity and “group collaboration” are essential GoToTraining even more. The user
to scaling training programs using web conferencing. So is interface is not clunky, and one can
ease of use, perhaps now more than ever, as online training do it all without it taking over your life
becomes more ubiquitous and reaches more learners who may (installing a big piece of software and
not be advanced PC users. That ease of use, however, applies taking the time to learn). It’s very
to the basic tools placed at the fingertips of the trainer: they easy to use.
need to be comprehensive, yet not over the top. – Ben W., Operations Mgr, Make It
Work Inc.
To some it may seem counter-intuitive: wouldn’t interactivity
require more in the way of resources, if one is attempting to touch all learners in as many ways as
possible? But interactivity places a burden on the trainer to be efficient, which is where the less comes
into play. Simpler, streamlined interactive features are essential to successful training classes online –
learners come away better understood (and the trainer knows if the training was effective).
Interactive tools also lend themselves to ad hoc sessions after the scheduled, structured sessions –
particularly if a learner needs assistance. A typical workflow is 1) trainer prepares for class; 2) trainer
delivers interactive class real-time; 3) learner accesses archived session for review; and 4) learner
reaches out to trainer or other learners for assistance, clarification, or some other type of support.
Thus, because interactivity increases when using real-time tools, it is even more important that a solution
be streamlined. Balanced, blended online training tools, at the end of the day, can help create the
ecosystem that drives program growth. Once trainers get the hang of streamlined tools, they become
1
more efficient and productive. Thus trainers can then do more with less.
Conclusion
Perhaps because Wave 2 Web conferencing platforms designed for training were highly engineered –
with relatively high price points when compared to basic meeting Web conferencing – the perception
continues to exist in the general marketplace that online training solutions are expensive. Based on these
and other interviews and surveys Wainhouse Research has conducted recently, it is clear that the market
hungers for an affordable approach that does not penalize it for growth or limit trainers by steep pricing
conventions. This is especially apparent in the market for trainers with small, independent organizations,
who build their “for pay” training business on very specialized topics. Often they cannot afford to pay up
front but can pay for a solution that accommodates their cash flow. Fortunately, trainers can leverage the
efficiencies and scalability of Wave 3 Web conferencing tools to not just reach more learners, but address
the business side of training. Whether one is with a small-to-medium business, or a large enterprise,
training is often a cost center – and ideally a profit center.
1
This path towards simplicity will run in parallel with – and counter to – another trend in web conferencing: delivery of
tools that are part and parcel of more complex unified communications platforms.
Overcoming the Online Trainer’s Dilemma Page 10
14. I love the content library within GoToTraining; I can pull different documents at different times, edit
them on-the-fly, and share them immediately. It’s very user-friendly in that respect. I like that I can
do anything I want, within reason. And I like that we can easily add the recorded archives into the
library.
-- Barb D., Education Manager, NAIOP
The content library is very helpful. I have a lot of materials in the library. Now I can add tests
and evaluations.
– HR Advisor and Leadership Coach, Transportation Firm
The Value of Reporting
It’s time savings for me. This generates reports I didn't have before, which changes how I teach.
And I can train more at a time if I need to.
– Jenina S., Chief Operations Officer, Solutions Cube Group
Affordable Pricing
GoToTraining (was a pleasant surprise). I was elated when I found out they were going to do
something like this. I had to seriously start looking at other companies’ offerings – some of which I
love but are too expensive.
– Karen B., Founder/Administrator, Digital Art Academy
The pricing allows us to start small, test the concept, and then grow capacity as we need it. Many
of the competitors would make us make a large commitment up front. We also like the option of
paying monthly.
– Jenina S., Chief Operations Officer, Solutions Cube Group
Overcoming the Online Trainer’s Dilemma Page 12