1) The document discusses factors that enable successful and sustainable collaborative platforms and cultures in organizations. It covers topics like developing trust-based relationships, aligning HR practices to collaboration, focusing on important tasks, and executives modeling collaborative behavior.
2) Specific examples discussed include how TSA built trust through transparency, Zappos' employee training process, P&G's principles that allow creativity, and Cisco's use of councils for important goals.
3) The key message is that collaboration requires supportive organizational cultures with factors like trust, aligned processes, challenging work, and leaders who demonstrate collaborative skills.
If people are given the right tools and the right environment, will hey spontaneously collaborate and share knowledge? Why do some people find it difficult to share and collaborate? Would incentives and rewards make a difference? These and similar issues are explored in this presentation given at the recent Knowledge and Innovation Network (KIN) Summer Workshop.
A presentation I did for Awareness Networks around what organizations need to consider for successful collaboration initiatives. Several concepts and models are included from by book, The Collaborative Organization (which talks about these concepts in far greater detail). Overall the presentation should help guide viewers on understanding where they are in the collaborative spectrum and what they need to do to move forward (based on the maturity model).
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
Great ideas, innovation, and sustainable solutions are what we all hope for when corporations and nonprofits come together to achieve a goal. The results of high quality partnerships can be powerful, yet the hard work required to discover and effectively maximize the strengths of each organization requires creativity, discipline, and commitment. Are you looking for new insights on how to build and sustain strategic partnerships? Do you want to better equip your organization to face potential partnership obstacles?
The role of the social and/or community strategist is unique from that of a community manager although the two roles are often done by the same person in smaller organizations. These slides are a small portion of the Community Strategist training course offered by The Community Roundtable, WOMMA & ComBlue. If you are interested in that class, you can find more info here: http://community-roundtable.com/what-we-do/training/
If people are given the right tools and the right environment, will hey spontaneously collaborate and share knowledge? Why do some people find it difficult to share and collaborate? Would incentives and rewards make a difference? These and similar issues are explored in this presentation given at the recent Knowledge and Innovation Network (KIN) Summer Workshop.
A presentation I did for Awareness Networks around what organizations need to consider for successful collaboration initiatives. Several concepts and models are included from by book, The Collaborative Organization (which talks about these concepts in far greater detail). Overall the presentation should help guide viewers on understanding where they are in the collaborative spectrum and what they need to do to move forward (based on the maturity model).
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
Great ideas, innovation, and sustainable solutions are what we all hope for when corporations and nonprofits come together to achieve a goal. The results of high quality partnerships can be powerful, yet the hard work required to discover and effectively maximize the strengths of each organization requires creativity, discipline, and commitment. Are you looking for new insights on how to build and sustain strategic partnerships? Do you want to better equip your organization to face potential partnership obstacles?
The role of the social and/or community strategist is unique from that of a community manager although the two roles are often done by the same person in smaller organizations. These slides are a small portion of the Community Strategist training course offered by The Community Roundtable, WOMMA & ComBlue. If you are interested in that class, you can find more info here: http://community-roundtable.com/what-we-do/training/
Leveraging the 4 C’s of Social Software to Drive Talent Management AdoptionElizabeth Lupfer
This webinar provides a detailed look at how the 4 C's of Social Technology: Collaboration, Content, Connections & Conversations are used successfully within talent strategies and the technology that supports them. Provides insights into: how successful organizations are using social technologies to complement their talent strategies; how the right social technologies embedded within the right talent technologies can improve user adoption; and, how social technologies can increase employee engagement.
Demonstrating value with Communities Of PracticeCollabor8now Ltd
How do you demonstrate or even measure the value of collaboration and knowledge sharing? This presentation is based on over 7 years experience gained implementing on-line communities for the UK public sector.
Setting Up for Collaboration: Top Four Things to Keep in MindChristopher Wilson
Key questions to consider when thinking of collaboration. Each of these questions may be considered as a starting point of inquiry into how to pursue working together.
Adapting to complexity - critical practices for human networksCatherine Shinners
Workshop given by Catherine Shinners & Harold Jarche at KM World 2018 on building skills and practices for learning and career resilience with networks, communities of practice and networked teams.
Leveraging the 4 C’s of Social Software to Drive Talent Management AdoptionElizabeth Lupfer
This webinar provides a detailed look at how the 4 C's of Social Technology: Collaboration, Content, Connections & Conversations are used successfully within talent strategies and the technology that supports them. Provides insights into: how successful organizations are using social technologies to complement their talent strategies; how the right social technologies embedded within the right talent technologies can improve user adoption; and, how social technologies can increase employee engagement.
Demonstrating value with Communities Of PracticeCollabor8now Ltd
How do you demonstrate or even measure the value of collaboration and knowledge sharing? This presentation is based on over 7 years experience gained implementing on-line communities for the UK public sector.
Setting Up for Collaboration: Top Four Things to Keep in MindChristopher Wilson
Key questions to consider when thinking of collaboration. Each of these questions may be considered as a starting point of inquiry into how to pursue working together.
Adapting to complexity - critical practices for human networksCatherine Shinners
Workshop given by Catherine Shinners & Harold Jarche at KM World 2018 on building skills and practices for learning and career resilience with networks, communities of practice and networked teams.
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
Infusionsoft Socially Enabled Internal Communication ProposalKimberle Morrison
We're growing and needed a more effective and scalable way to communicate internally. This presentation outlines our process and the rationale behind how and why we decided to go with a socially enabled system for communication and collaboration
From Transactions to Engagement - Steve Boese, SHRM 2013 Annual ConferenceH3 HR Advisors, Inc.
Presentation slides for the SHRM Annual Conference Session - From Transactions to Engagement: Harnessing Social Tools to Transform HR presented by Steve Boese, Monday, June 17, 2013.
More Than Just a Meeting Place: Leveraging online tools for actionifPeople
More than just a meeting place, the Internet is a tool for online collaboration. This presentation goes beyond using the web as a networking tool and looks at how to leverage online tools to get people to work together effectively. Presentation by ifPeople cofounders Christopher Johnson and Tirza Hollenhorst at the Pegasus Communications "Systems Thinking in Action" conference in Seattle, WA in November 2007.
Social Media presentation at St. Louis Business Journal Conference 1/28/10 -- Overview of questions to ask about your communications strategy, a grid to help you focus on what you are trying to accomplish, and tips to help you implement social media program within your existing communications and marketing efforts.
In today's knowledge worker environment, the need to share and leverage knowledge and insight is critical to success. Here I discuss creative innovation and key elements for success.
5 steps to becoming a social & collaborative enterprise - Andrew Bishop - Ja...Andrew Bishop
This presentation includes a definition of social enterprise, key benefits and the major decisions to be addressed for any organisation seeking to embark on the journey to becoming a more social, collaborative enterprise. It was was delivered in Melbourne in August 2012. See also www.uniqueworld.net
HR Webinar: Technology Opens New Paths for HR and BusinessAscentis
Technology is EVERYWHERE! We see it in our work, in our personal lives, and certainly in HR. But can technology help HR guide and align the workforce to organization goals? Employers, HR, and workers will experience the newest technologies soon, can HR leverage it to the betterment of the organization’s culture?
Join us for a look into the trending technologies that are allowing HR to build new paths to workforce development and engagement.
We will examine the connection between the organizational directives, how the workforce can accomplish those goals through continuing collaboration and innovation, and how HR can be the change agent, using technology, to impact the working and personal lives of the worker. We will look into the life cycle of the worker and discuss the various technologies supporting of the various areas of Human Resources programs and what considerations might be needed to use that technology.
And lastly, we will look at the NEW corporation mission and structure that is taking hold across the globe.
Presentation to Enterprise Collaboration Techfest (March 2016) on the need for Intranets and ESNs to deliver consumer-quality user experiences in order to drive business value.
Hacking HR 'workshop' presentation on distributed vs remote workJon Ingham
Presentation following on from my panel at HackingHR's first HR Innovation and Future of Work global conference. Looking at the opportunity to extend / build on remote work into more distributed organisations supporting innovation and development beyond the covid-19 pandemic. See: https://www.youtube.com/playlist?list=PLLZVWpJHopUTt7uowNK3Oh2BKVYVdobK9
Employee Resources Groups at Symposium Diversity and Inclusion conferenceJon Ingham
Presentation on Employee Resource Groups / Staff Networks / broader organisational communities and networks and their use for inclusion to Symposium Diversity and Inclusion conference May 2020
Webinar run for Symposium training and HR Review in the UK as an introduction to Strategic HR, supporting my training courses - Jon Ingham, April 2020. See https://www.hrreview.co.uk/inside-hr-webinars-register-email?commid=397446
Intranet Now: Linking the Digital Workplace with Strategic Organisation DesignJon Ingham
Presentation at Intranet Now October 2019 on how to create strategic impact by linking the digital workplace to a strategic organisation model and differentiating this according to the type of organisational group / network
Managing Networks in The Social OrganizationJon Ingham
Webinar presentation for Connected Commons, October 2018. Also see: https://connectedcommonswebinar.webex.com/connectedcommonswebinar/onstage/playback.php?RCID=a23a60a103fef5434352ea69af962494
4. Shared
Talent Speed
Mindset
Quality of
Learning Accountability Collaboration
Leadership
• (Source: Dave Ulrich and Norm Smallwood, Why the Bottom Line Isn’t, 2003)
7. Organizational Capabilities
Social Capital
Social Social Social Social
Learning Innovation Collaboration Speed
+ Customer Service
Relationship Capital
Knowledge Management
Engagement, Retention
Employer Branding etc…
8. Enterprise 2.0
Business
Activities Outcomes
Impact
Social Capital
32. • Plenary introduction
• sessions
• Three small group sessions • Whole team session to
• to develop and • consider:
communicate • Alignment – the team
• a personal values-story purpose, customer
• Given you are this person dreams and nightmare
• Values – realigning
and these are your skills
purpose based on
and talents, what can you customer input
bring to this organization? • Implications – barriers
• How does this link? (are and challenges for action
you doing what you wanted planning
to do when you grow up?)
• Are you in the right job and
the right organization?
33.
34. Role of HR
Business
Activities Outcomes
Impact
Social Recruiting Organization Development
Social Learning Talent Management
Alumni Management Human Capital Management
etc etc
35. Questions
Jon Ingham ‐ @joningham
Executive Consultant, Social Advantage
Margaret Schweer ‐ @nGeneraInsight
VP, nGenera Insight / Moxie Software