This document summarizes a benchmark study on virtual collaboration in organizations. The study found that (1) many organizations are piloting or starting to use virtual collaboration technologies but struggle with user adoption and engagement. (2) Barriers to collaboration include difficulties engaging people and a rigid emphasis on risk management. (3) Planning processes focus more on tactics than strategy. The report provides details on the qualitative and quantitative research conducted, including sectors interviewed and tools used. It concludes that organizations need to adapt quickly to thrive in a globalized world.
How to get the most from your collaborationsDavid Friedman
Provides guidelines to get the most from online and offline (and mixed) collaborations. Material presented at Booth Alumni Club of Chicago event April 21 2010
M&A 2.0: Addressing "social aspects" of mergers and acquisitionsAvinash Jhangiani
This point of view discusses the social challenges of M&A and provides recommendations to creatively address these challenges by leveraging emerging Social Media concepts and tools during post-merger integration.
Social business is transforming how organizations operate through the use of social media and networking tools. A three-day online discussion ("Jam") with over 2,700 participants from 80+ countries explored this topic. Key insights included: 1) Social tools can flatten hierarchies and change middle management roles; 2) Privacy fosters openness which leads to collaboration; 3) A customer-centric approach is important, using social tools to understand customers and engage them. Realizing the benefits of social business requires changes to company culture and processes, not just implementing new technologies.
The document outlines four keys to successfully deploying a social business network: 1) Governance - ensuring relevance through appropriate oversight, support and metrics; 2) Structure - establishing the right types of groups and communities; 3) Conventions - clarifying expectations for participant behavior; and 4) Practice - promoting adoption through champions and notifications. It provides examples for each key and emphasizes that social networks require active facilitation and guidelines to drive ongoing value for an organization.
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.
Creating A Social Environment For EmployeesStephen Jio
The document discusses creating a social environment for employees at Dell. It emphasizes the importance of building an integrated social media strategy, training employees, and looking for the right infrastructure. An effective strategy includes identifying goals, budgeting, listening to customers, engaging in conversations, finding opportunities across the business, and measuring results. Training empowers employees by setting principles and processes for social media use. The right infrastructure allows for collaboration and sharing across projects and teams.
How to get the most from your collaborationsDavid Friedman
Provides guidelines to get the most from online and offline (and mixed) collaborations. Material presented at Booth Alumni Club of Chicago event April 21 2010
M&A 2.0: Addressing "social aspects" of mergers and acquisitionsAvinash Jhangiani
This point of view discusses the social challenges of M&A and provides recommendations to creatively address these challenges by leveraging emerging Social Media concepts and tools during post-merger integration.
Social business is transforming how organizations operate through the use of social media and networking tools. A three-day online discussion ("Jam") with over 2,700 participants from 80+ countries explored this topic. Key insights included: 1) Social tools can flatten hierarchies and change middle management roles; 2) Privacy fosters openness which leads to collaboration; 3) A customer-centric approach is important, using social tools to understand customers and engage them. Realizing the benefits of social business requires changes to company culture and processes, not just implementing new technologies.
The document outlines four keys to successfully deploying a social business network: 1) Governance - ensuring relevance through appropriate oversight, support and metrics; 2) Structure - establishing the right types of groups and communities; 3) Conventions - clarifying expectations for participant behavior; and 4) Practice - promoting adoption through champions and notifications. It provides examples for each key and emphasizes that social networks require active facilitation and guidelines to drive ongoing value for an organization.
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.
Creating A Social Environment For EmployeesStephen Jio
The document discusses creating a social environment for employees at Dell. It emphasizes the importance of building an integrated social media strategy, training employees, and looking for the right infrastructure. An effective strategy includes identifying goals, budgeting, listening to customers, engaging in conversations, finding opportunities across the business, and measuring results. Training empowers employees by setting principles and processes for social media use. The right infrastructure allows for collaboration and sharing across projects and teams.
Collaboration: Know Your Enthusiasts and LaggardsAlan Cohen
In December 2008, Cisco conducted one of the first comprehensive studies on the factors associated with successful adoption of network-based collaboration. The study, Collaboration: Know Your Enthusiasts and Laggards surveyed 800 people in a wide variety of U.S. medium-sized and enterprise organizations who:
• Spend at least 20% of time at work using a network-connected computer
• Use a mobile phone or handheld device
• Participate in two or more collaborative activities per month
Our objective was to identify habits and characteristics of high-performing collaboration groups. In addition to pattern matching, the study found evidence that contradicts some common perceptions about today’s collaborators.
The Application of Enterprise Social Networking to Talent Management and Tale...Conenza
In this webinar, we will discuss how enterprise social networking can be applied to your talent acquisition and management efforts to enhance collaboration and communication, increase recruiting and talent management efficiency, and retain access to valuable intellectual capital. We will walk through some real world examples of the different types of corporate social networking initiatives that are being successfully adopted within leading global organizations.
The document discusses collaborative innovation networks (COINs) and their characteristics. It states that COINs are groups of self-motivated people who collaborate online to achieve a common goal by sharing ideas and work. COINs operate with no formal leadership and adhere to principles of open knowledge sharing, reciprocity, transparency and rationality. The success of COINs comes from the collective intelligence that emerges from collaboration between diverse individuals.
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.
Wj forget technology-the real business value of enterprise social networksMichael Mann
An enterprise social network (ESN) connects members of an organization through profiles, updates, and notifications. While similar to public social networks, an ESN focuses on work-related information like teams, projects and skills. There are four main ways an ESN drives business value: by encouraging sharing, capturing knowledge, enabling action, and empowering people. However, organizations often struggle with measuring an ESN's impact, choosing the right technology platform, and integrating the ESN into existing systems and workflows. Creating clear objectives, metrics, guidelines and testing the ESN in one department first can help address these challenges.
Becoming a Jedi Master. The secret art of cultivating online communities Luis...OpenKnowledge srl
This document discusses how to cultivate online communities. It defines a community as an interactive group joined by a common topic of interest. Communities provide value through increased knowledge sharing, which leads to improved capabilities and organizational value. Setting up a successful community requires focusing on people, processes, technology and knowledge. The roles of a community facilitator and core team are outlined, with facilitating discussions, content creation and member engagement among their key responsibilities. The document provides templates for a community charter and launch checklist to help structure a new community.
Making the Case for Social Collaboration in the EnterpriseWebtrends
The document discusses making the case for social collaboration in enterprises. It argues that social collaboration should focus on building relationships rather than just implementing technologies. It outlines four parts of an effective social collaboration strategy - having clear objectives, putting the right metrics in place, investing in relationship management, and prioritizing technology with relationships in mind. Effective metrics measure how relationships fill information and decision-making gaps rather than just engagement. Relationship management requires budgeting, executive involvement, transparency, and incentives. Technology choice should consider the relationships sought rather than just features.
Best Practices In Collaborative Innovation: How CPG Manufacturers & Retailers...Jenna Dudevoir
This white paper is based on a research study with thirty global consumer goods manufacturers, retailers, and brokers to better understand how manufacturers and retailers are working together to drive profitability and deliver innovative products.
The document discusses social learning and how companies can benefit from social media and networking. It advocates for a strategic and measured approach to social learning that aligns with business goals. Key points include connecting people, both formal and informal learning approaches, and using social media to encourage employee networking, identify project teams, and ensure alignment with organizational vision. Companies should start with understanding how social learning can support their business strategy.
The Pitney Bowes Employee Innovation Program demonstrates how to successfully design and implement an innovation community within a large organization. Key aspects included:
1) Taking a human-centered design approach through participatory research with employees, managers, and senior leaders to understand needs and design a system that fits the organizational culture.
2) Launching an internal online platform called IdeaNet to host innovation challenges and crowdsource ideas from across the 30,000 person global workforce.
3) Achieving measurable results within two years, including nearly 3,000 ideas submitted and 874 ideas adopted, while also providing intangible benefits like increased employee engagement.
Smarter technologies will be embedded everywhere and know everything about us, adapting our environment based on our behaviors and preferences. This will impact organizational learning by providing unlimited access to information but potentially resulting in dislocated, incomplete learning without critical reflection. The solution involves facilitating individual and group sense-making through reflection, action, collection, creativity and collaboration supported by social networks.
Educators' roles may evolve to become trusted advisors who guide learners in establishing social networks and empower personal development. Building the future involves reframing concepts of learning, rethinking relationships with information, and reinvigorating practices to fulfill learning purposes.
The Softjoe Collaborative is a new services organization focused on engagement solutions that drive business value through open communication, shared value, and collaboration. Engagement solutions are environments and practices that enable interactions between employees, partners, customers, and influencers to create value and innovation. Softjoe helps clients understand, select, and deploy engagement solutions to meet measurable business needs and drive results. Typical engagement initiatives include using collaboration tools to enable team collaboration across functions and geographies, and using social software to increase employee engagement by identifying expertise and sharing best practices.
1) The document discusses social learning in organizations and how a culture of learning can be nurtured. It emphasizes that learning now occurs through social interactions across organizations rather than just formal or individual learning.
2) Building blocks for social learning include intervention-based approaches, social platforms like blogs and portals, and peer learning through knowledge sharing. Understanding the existing learning culture, gaining leadership commitment, building consensus, and continuous measurement are important.
3) Case studies show how mentoring culture and a culture of innovation were developed through various social learning programs and platforms. A learning roadmap outlines phases and vehicles for continuous learning engagement at different job levels.
This document provides an overview of Enterprise 2.0 and social computing in organizational settings. It defines social computing and discusses why organizations are embracing these tools. Examples are given of how companies like Starbucks, Best Buy, Booz Allen, and Electronic Arts have implemented Enterprise 2.0 solutions to encourage collaboration, knowledge sharing, and community building among employees. The challenges knowledge workers face and benefits of social collaboration are also summarized.
Amex social business innovation 2012 02Mike Handes
Social business transforms relationships for growth, innovation, and efficiency. It encompasses organization and business processes beyond just marketing and PR. When organizations implement social business, they see healthier ecosystems with stronger relationships, increased speed of access to experts and knowledge, and reduced costs. This allows for better customer service, marketing, product development, and talent management. Social business optimizes workforces and drives ideas through open collaboration across boundaries.
Raanan Bar-Cohen gives seven tips for effective virtual collaboration based on his experience working with the global Automattic team. The tips are: 1) Empower your remote team, 2) Use real-time communication tools like IRC, 3) When real-time isn't possible, use semi real-time tools like blogs and group messaging, 4) Meet in person a few times a year, 5) Open source projects, 6) Obsess over metrics to guide decisions, and 7) Break projects into bite-sized tasks. Bar-Cohen also discusses Automattic's various open source projects including WordPress, BuddyPress, and a new group messaging platform called Prologue Groups.
The document provides a product matrix that summarizes LifeSize's video collaboration product lines and their key features. It lists 10 different LifeSize products including desktop, mobile, and room systems. For each product, it outlines their video performance capabilities, supported content sharing options, display support, integrated multipoint conferencing features, camera/microphone options, and ability to live stream/record calls. It also describes LifeSize's infrastructure products including a multipoint control unit, video streaming/recording appliance, management software, network traversal solutions, and an ISDN gateway.
Collaboration: Know Your Enthusiasts and LaggardsAlan Cohen
In December 2008, Cisco conducted one of the first comprehensive studies on the factors associated with successful adoption of network-based collaboration. The study, Collaboration: Know Your Enthusiasts and Laggards surveyed 800 people in a wide variety of U.S. medium-sized and enterprise organizations who:
• Spend at least 20% of time at work using a network-connected computer
• Use a mobile phone or handheld device
• Participate in two or more collaborative activities per month
Our objective was to identify habits and characteristics of high-performing collaboration groups. In addition to pattern matching, the study found evidence that contradicts some common perceptions about today’s collaborators.
The Application of Enterprise Social Networking to Talent Management and Tale...Conenza
In this webinar, we will discuss how enterprise social networking can be applied to your talent acquisition and management efforts to enhance collaboration and communication, increase recruiting and talent management efficiency, and retain access to valuable intellectual capital. We will walk through some real world examples of the different types of corporate social networking initiatives that are being successfully adopted within leading global organizations.
The document discusses collaborative innovation networks (COINs) and their characteristics. It states that COINs are groups of self-motivated people who collaborate online to achieve a common goal by sharing ideas and work. COINs operate with no formal leadership and adhere to principles of open knowledge sharing, reciprocity, transparency and rationality. The success of COINs comes from the collective intelligence that emerges from collaboration between diverse individuals.
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.
Wj forget technology-the real business value of enterprise social networksMichael Mann
An enterprise social network (ESN) connects members of an organization through profiles, updates, and notifications. While similar to public social networks, an ESN focuses on work-related information like teams, projects and skills. There are four main ways an ESN drives business value: by encouraging sharing, capturing knowledge, enabling action, and empowering people. However, organizations often struggle with measuring an ESN's impact, choosing the right technology platform, and integrating the ESN into existing systems and workflows. Creating clear objectives, metrics, guidelines and testing the ESN in one department first can help address these challenges.
Becoming a Jedi Master. The secret art of cultivating online communities Luis...OpenKnowledge srl
This document discusses how to cultivate online communities. It defines a community as an interactive group joined by a common topic of interest. Communities provide value through increased knowledge sharing, which leads to improved capabilities and organizational value. Setting up a successful community requires focusing on people, processes, technology and knowledge. The roles of a community facilitator and core team are outlined, with facilitating discussions, content creation and member engagement among their key responsibilities. The document provides templates for a community charter and launch checklist to help structure a new community.
Making the Case for Social Collaboration in the EnterpriseWebtrends
The document discusses making the case for social collaboration in enterprises. It argues that social collaboration should focus on building relationships rather than just implementing technologies. It outlines four parts of an effective social collaboration strategy - having clear objectives, putting the right metrics in place, investing in relationship management, and prioritizing technology with relationships in mind. Effective metrics measure how relationships fill information and decision-making gaps rather than just engagement. Relationship management requires budgeting, executive involvement, transparency, and incentives. Technology choice should consider the relationships sought rather than just features.
Best Practices In Collaborative Innovation: How CPG Manufacturers & Retailers...Jenna Dudevoir
This white paper is based on a research study with thirty global consumer goods manufacturers, retailers, and brokers to better understand how manufacturers and retailers are working together to drive profitability and deliver innovative products.
The document discusses social learning and how companies can benefit from social media and networking. It advocates for a strategic and measured approach to social learning that aligns with business goals. Key points include connecting people, both formal and informal learning approaches, and using social media to encourage employee networking, identify project teams, and ensure alignment with organizational vision. Companies should start with understanding how social learning can support their business strategy.
The Pitney Bowes Employee Innovation Program demonstrates how to successfully design and implement an innovation community within a large organization. Key aspects included:
1) Taking a human-centered design approach through participatory research with employees, managers, and senior leaders to understand needs and design a system that fits the organizational culture.
2) Launching an internal online platform called IdeaNet to host innovation challenges and crowdsource ideas from across the 30,000 person global workforce.
3) Achieving measurable results within two years, including nearly 3,000 ideas submitted and 874 ideas adopted, while also providing intangible benefits like increased employee engagement.
Smarter technologies will be embedded everywhere and know everything about us, adapting our environment based on our behaviors and preferences. This will impact organizational learning by providing unlimited access to information but potentially resulting in dislocated, incomplete learning without critical reflection. The solution involves facilitating individual and group sense-making through reflection, action, collection, creativity and collaboration supported by social networks.
Educators' roles may evolve to become trusted advisors who guide learners in establishing social networks and empower personal development. Building the future involves reframing concepts of learning, rethinking relationships with information, and reinvigorating practices to fulfill learning purposes.
The Softjoe Collaborative is a new services organization focused on engagement solutions that drive business value through open communication, shared value, and collaboration. Engagement solutions are environments and practices that enable interactions between employees, partners, customers, and influencers to create value and innovation. Softjoe helps clients understand, select, and deploy engagement solutions to meet measurable business needs and drive results. Typical engagement initiatives include using collaboration tools to enable team collaboration across functions and geographies, and using social software to increase employee engagement by identifying expertise and sharing best practices.
1) The document discusses social learning in organizations and how a culture of learning can be nurtured. It emphasizes that learning now occurs through social interactions across organizations rather than just formal or individual learning.
2) Building blocks for social learning include intervention-based approaches, social platforms like blogs and portals, and peer learning through knowledge sharing. Understanding the existing learning culture, gaining leadership commitment, building consensus, and continuous measurement are important.
3) Case studies show how mentoring culture and a culture of innovation were developed through various social learning programs and platforms. A learning roadmap outlines phases and vehicles for continuous learning engagement at different job levels.
This document provides an overview of Enterprise 2.0 and social computing in organizational settings. It defines social computing and discusses why organizations are embracing these tools. Examples are given of how companies like Starbucks, Best Buy, Booz Allen, and Electronic Arts have implemented Enterprise 2.0 solutions to encourage collaboration, knowledge sharing, and community building among employees. The challenges knowledge workers face and benefits of social collaboration are also summarized.
Amex social business innovation 2012 02Mike Handes
Social business transforms relationships for growth, innovation, and efficiency. It encompasses organization and business processes beyond just marketing and PR. When organizations implement social business, they see healthier ecosystems with stronger relationships, increased speed of access to experts and knowledge, and reduced costs. This allows for better customer service, marketing, product development, and talent management. Social business optimizes workforces and drives ideas through open collaboration across boundaries.
Raanan Bar-Cohen gives seven tips for effective virtual collaboration based on his experience working with the global Automattic team. The tips are: 1) Empower your remote team, 2) Use real-time communication tools like IRC, 3) When real-time isn't possible, use semi real-time tools like blogs and group messaging, 4) Meet in person a few times a year, 5) Open source projects, 6) Obsess over metrics to guide decisions, and 7) Break projects into bite-sized tasks. Bar-Cohen also discusses Automattic's various open source projects including WordPress, BuddyPress, and a new group messaging platform called Prologue Groups.
The document provides a product matrix that summarizes LifeSize's video collaboration product lines and their key features. It lists 10 different LifeSize products including desktop, mobile, and room systems. For each product, it outlines their video performance capabilities, supported content sharing options, display support, integrated multipoint conferencing features, camera/microphone options, and ability to live stream/record calls. It also describes LifeSize's infrastructure products including a multipoint control unit, video streaming/recording appliance, management software, network traversal solutions, and an ISDN gateway.
A Better Solution Limited Product Overview with VideosRobert Atkins
A Better Solution
Our Mission Statement is just three words “Helping Clients Succeed!” We are highly qualified trusted advisers to corporate companies requiring IT advice. Both founding directors have 60 years between us delivering large projects and have long term relationships with our clients often for over 20 years. Customers include Ford, Deutsche Bank, Ace Insurance, Fortis Bank, Nomura, BT, Alcatel, Reuters and International Financial Data Services to name a few.
We supply two products:
Matrix 42
Product Range
Matrix42 Corporate
Matrix42 Compliance
Matrix42 IT Service Management
Matrix42 Physical
Matrix42 Mobile Silver
Silverback by Matrix42
Matrix42 Mobile Apps
Matrix42 Enterprise
Manager for SCCM
Matrix42 Virtual
Matrix42 MyWorkspace
MeetingSense
Easy Meeting For Everyone Collaboration
MeetingSense is cloud-based meeting collaboration software that leverages your team’s existing tools and familiar workflows to help capture, share, and then easily manage the contextual information exchanged in every meeting. MeetingSense helps your team conduct the most effective and productive meetings possible to drive maximum business success.
This document lists 149 comedy films released between 1966-2016. Some of the most popular and acclaimed comedies included in the list are Airplane! (1980), Caddyshack (1980), National Lampoon's Vacation (1983), Ghostbusters (1984), Ferris Bueller's Day Off (1986), Planes, Trains & Automobiles (1987), Beetlejuice (1988), Coming to America (1988), Home Alone (1990), Dumb & Dumber (1994), Austin Powers: International Man of Mystery (1997), The Big Lebowski (1998), Anchorman: The Legend of Ron Burgundy (2004), Napoleon Dynamite (2004), The 40-Year-Old
Collaboration and VO in the Developing Worldsdprager
A short presentation on the use of cyberinfrastructure for creating virtual organizations and fostering collaboration in the developing world. Prepared for a panel discussion @ http://bit.ly/dgijA7.
How Is Your Team Performing? Introducing the Collaboration MatrixSoul Systems
www.soulsystems.ca | Introduces Soul Systems' Collaboration Matrix (trademarked), a tool for assessing whether or not your team has built two critical pieces of an effective collaboration (and there is a third piece hinted at in the slide show: see if you can find it).
1) The document discusses virtual organization and collaboration, noting a need for collaboration between various roles like instructional designers, faculty, and administrators.
2) It also discusses challenges with data management in virtual environments compared to traditional paper filing systems, including potential for disorganization without processes.
3) Several studies and software solutions are presented for effective virtual data management through content management systems, virtual filing cabinets, and collaboration tools that help organize materials and workflow.
Believing is seeing: As employees that believe in collaboration make better decisions for their companies and also offer a higher output. This EIU research, sponsored by BTS, explores this notion, and whether firms are leveraging collaborative techniques to improve business success. It also explores the difficulties of collaboration and the value of collaborating across functions and levels to achieve strategic alignment. It is based on a survey of 249 business leaders in North America, Europe and Asia-Pacific.
The document is a summary report from a benchmark study on virtual collaboration in organizations. It finds that the biggest barrier to collaboration is engaging others and a lack of collaborative skills and behaviors. There is also a gap between organizations' espoused values of collaboration and how much it is actually practiced. A key finding is that there is a mismatch between budget allocation and what drives productivity for knowledge workers. The report provides an executive summary and details of the benchmark study methodology and findings on trends and challenges with virtual collaboration.
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?
People culture behavior creating social outcomesJon Ingham
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.
Working Social Becoming A Collaborative Firm ALPMA WebinarDavid Blumentals
Today, every law firm increasingly relies upon being able to prosper online to succeed – or even to survive – competitively.
What this means is that every law firm needs to invest at least some resources into a specific goal: becoming a more “social” firm.
The document discusses key concepts around social networks and online communities. It provides definitions for social networks and online communities, explaining their differences and strengths. It lists common types of members in social networks, from Creators to Inactive users. Success factors for social networks are identified as Remuneration, Influence, Belonging, and Significance. Examples of social networks like Barack2.0 and WIND are discussed. The document emphasizes connecting with users, engaging them, and communicating consistently and positively.
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.
This document summarizes an enterprise collaboration presentation by Melissa Risteff of NewsGator and Jeff Seacrist of Webtrends. The presentation discusses the rise of social enterprises and the importance of employee engagement, adoption, and measuring collaboration efforts. It also outlines how NewsGator and Webtrends can help organizations improve social collaboration, track key metrics, and build measurement strategies to understand and enhance their social initiatives.
The document describes implementing Web 2.0 and 3.0 technologies using a community-based approach through Communities of Practice (CoPs). It outlines the process for establishing a CoP, including initiation, planning, activation, execution, monitoring, and closure. Key roles in a CoP include the practice area owner, sponsor, moderator, experts, and members who work toward goals and share knowledge.
OSC Roundtable - New World Social IntranetLee_Ralph
The document discusses creating a successful social intranet. It provides examples of different intranet designs, noting that traditional intranets are not often used. A social intranet is described as being highly discoverable, allowing structured and unstructured collaboration, and being integrated with business processes. The document advocates for an approach to intranet projects that prioritizes user adoption through discovery workshops to understand user needs and ensuring the intranet is integrated with corporate communications and processes.
The document discusses best practices for driving adoption of enterprise social software. It recommends establishing ROI and momentum by demonstrating how social software can accelerate key processes like idea generation and learning. It also suggests overcoming objections by emphasizing benefits like increased productivity, decision making speed, and engagement. The document provides guidance on launching a social environment, including starting small, appointing a community manager, and tying launches to real-world events. It stresses sustaining adoption through community governance, advanced analytics for measuring success, and promoting top contributors.
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.
Listen in for a quick "Tips in 20" webinar to learn how to build a strategic framework that will allow your online community to evolve and achieve ongoing success.
In Brian's new book, he outlines therising threat of Digital Darwinism, thephenomenon that affects organizationswhen technology and society evolvefaster than the ability to adapt. It's morethan social media. It's the confluenceof disruptive technology and theevolution of consumer behavior. Briandepicts how leadership can surviveDigital Darwinism by understandingcustomer and employee behavior,their expectations, and how it differsfrom traditional consumers of the past.He reviews disruptive technology,innovative business models, and newopportunities. He also demonstratesbest practices and methodologies toalign the organization with a commonand meaningful vision and strategy, andshared objectives.
Collaborative Enterprise & Social Media : definition, reasons & goals, implem...Frédéric Williquet
Enterprise 2.0 involves using social software and technology to facilitate collaboration between employees and with customers. The key goals are to improve collaboration, innovation, and awareness to gain a competitive advantage. Implementing an enterprise collaboration platform can shrink distances between people and information. Reasons to adopt social media internally include dismantling silos, leveraging relationships for ROI, and improving the employee and customer experience. Visualizing networks can help diagnose collaboration challenges and design efficient solutions. Intensive use of social technologies is correlated with market gains and stronger financial performance. Avoiding social networks comes at a cost to relationships and knowledge. The future of social media in organizations involves conversational channels, social search driving value, and work transcending boundaries.
This document outlines the schedule and content for Session Three of a collaboration and networking event. The session will cover social media values, networks, and platforms. It will also discuss collaboration tools in social networking contexts and the ethics of data collection. The schedule includes an activity where participants will discuss situations requiring networking and collaboration. There will also be discussions on social networking theory and a case study example before concluding with an open question lunch.
Is your company's social media presence just a facade, hiding the same old business-as-usual anti-social working practices inside your organization?
For a video of this presentation, see http://www.broadvision.com/blog/blog/2012/09/27/the-social-facade/
The Social Façade: Integrating Social Media into Internal Processes and CultureOur Social Times
The Social Façade: Integrating Social Media into Internal Processes and Culture was delivered by Richard Hughes (Broadvision) at The Social Customer 2012 Paris
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
Similar to Perspective on virtual collaboration benchmark.ppt (20)
Twelve lessons to Develop and Sustain Online Knowledge Communities
Perspective on virtual collaboration benchmark.ppt
1. Benchmark Perspectives on
Virtual Collaboration
Lucy Garrick, MA WSD
Benchmark Study Fall 2009
Summary Report
Perspectives on Virtual Collaboration In Organizations
2. Table of Contents
• Overall Trends
• Research – Executive Summary
• Key Findings
Perspectives on Virtual Collaboration In Organizations
2
3. Today‘s Issues Are Global Issues, Requiring Collective Action
And Collaboration On A Grander Scale Than Ever Imagined
Source: flickr.com Zoriah, CC Licensed
Source: flickr.com stitch, CC Licensed
Source: flickr.com Library and Archives State of Florida
Perspectives on Virtual Collaboration In Organizations
3
3
4. . . . Impacting Industries, Work Teams and Work Places
Perspectives on Virtual Collaboration In Organizations
4
5. Purpose of Benchmark Research
• To Understand What Is Really Happening With
Virtual Collaboration In Organizations?
» Who is using it and why?
» What progress is being made toward
increasing collaboration?
» What issues need to be addressed to improve
effective collaboration?
Perspectives on Virtual Collaboration In Organizations
6. What Do The Words Mean?
• Social Media
» Computer tools used over the internet
• Enable you to find, relate and share
» Information (text, video, sound), relationships & expertise (people)
• Collaboration
» Two or more people coming together to accomplishing
something within a defined boundary
• Includes a spectrum of forms:
» Online only, blending physical and virtual world, face-to-face
» Variety of choices for collaborative behaviors; from how input and feedback are sought or
provided, priority setting and decision making
» Virtual Collaboration: Groups using computer and other tools
over the internet to accomplish a work purpose with a defined
boundary.
• Business, non-profit, government, educational, professional or community groups
• Does not include social media marketing activities, such as data gathering or marketing
communication using online tools and media.
Perspectives on Virtual Collaboration In Organizations
6
7. Executive Summary of Findings
1. Wide spread collaboration pilots and early production
using Enterprise 2.0 technologies.
2. Most struggle is with user adoption, but more
importantly with user engagement in collaborating.
3. Tendency is to view
social/virtual collaboration
through the lens of
traditional 20th century IT
approaches to process
and structural change.
4. Most not
connecting the dots
between three distinct
areas of focus need to
collaborate virtually
Perspectives on Virtual Collaboration In Organizations
Bench
mark
Study
Fall
2009
Summa
9. Key Findings
Perspectives on Virtual Collaboration In Organizations
9
10. Primary Barriers to Collaboration
1. Difficulties engaging people in collaboration
• Wide spectrum of perceptions about what it means to
collaborate
• Lack of collaborative skills
2. Rigid emphasis on risk management
• Legitimate concerns about privacy and competitive
intelligence dominate understanding and limit unique
possibilities for advancing productivity, creativity and
collaborative effectiveness
3. Planning processes are tactically focused, rather
than strategic
• Lack of understanding on the components of
collaboration
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11. Virtual Collaboration:
Greater Than The Sum of Its Parts
Human ! • Virtual collaboration is a
Needs! uniquely different work
environment and needs
to be approached as a
dynamic set of
Issues/ Technology!
Projects! interacting elements
• Elements interact in the
context of broacher
Social Collaboration organizational strategies
Occurs At The ! and goals
Intersection !
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12. Collaborative Behavioral Gap
Many behaviors influence effective collaboration. Those
listed represent a sample of behaviors considered
fundamental to encouraging and supporting collaboration.
collaboration.
The organizations’ espoused value of selected collaborative behaviors vs. how much they are
actually practiced in day-to-day interactions. Scale of 1 to 5, with 1 = not at all and 5 = all the
time.
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13. Investment Gap
• Resistance from users,
management, etc. were cited as
major and most difficult
challenge
• Mismatch between budget
allocation and drivers of user
collaboration Struggling here
» Strategies overemphasize
technology and underemphasize
collaboration and engagement
• Organizations misunderstand
what drives the productivity of
knowledge workers and
therefore do not know how to
measure ROI Source Data Slide 12-14: The State of Enterprise 2.0, November
The Adoption 2.0 Council and Information Architected
Perspectives on Virtual Collaboration In Organizations
14. Conclusions
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15. There Is A Need To Better Adapt and
Evolve Quickly In Order For
Organizations To Thrive And Grow
• Focus on growth and development from the inside out
» Innovate products/services, as well as the use of processes and
tools that improve effectiveness, creativity and productivity
» Re-examine organizational structures and practices that meet the
needs of globalized communities and markets
• Even if you are small and local, you are impacted by
globalization in many ways
» Need to excel at accessing and leveraging global knowledge
resources
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16. Benchmark Report Details
Based on:
• Qualitative Research
– Conducted Fall 2009
– Sectors interviewed
• Higher education, aerospace, professional associations, non-profits and foundations, computer
technology, online retail, online marketing, financial services
– Size
• 40 to >150K employees
• Projects serving hundreds to 1000s of members
– Tools used
• Varied widely from public social sites, i.e. LinkedIn FB and Twitter, custom-built web communities
and proprietary platforms behind the firewall
• Quantitative Research
• Enterprise 2.0 Trends
• Industry Analysts
• Research Perspectives Offered Include:
– Conclusions and Implications
– Challenges to Traditional Thinking About Technology Adoption
– Frontiers for Tools Vendors and Organizations
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17. Thank you!
To receive a white paper on this
topic and schedule a meeting to
discuss its findings and conclusions,
email the principal investigator:
Lucy Garrick, MA
info@northshoregroup.net
www.northshoregroup.net
Twitter: newsaboutchange
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