The document discusses social business and implementing social strategies within organizations. It defines social business as the deep integration of social media and social methodologies into an organization to drive business impact. Some key benefits identified include greater alignment with goals, improved collaboration and productivity, and faster access to information. The document provides frameworks and considerations for developing a social business plan and strategy, including addressing challenges, identifying opportunities, and measuring outcomes. It also examines lessons learned from organizations that have implemented social strategies, including the importance of executive support and aligning social initiatives with business needs.
Lessons from the front line: Next generation knowledge management using socia...Velrada
Now more than ever, we are witnessing the dynamic and interconnected relationship between technology and human interaction impacting the KM space. This is being driven in part by consumer device proliferation and changing user expectations exhibited by the extraordinary rise in use of social networking platforms – with the opportunities and challenges that they bring. The way we are using the web in our personal lives and the effectiveness of this form of online engagement, coupled with a deeper understanding of how social methodologies can be integrated into the business world is forcing large, corporate organisations - which have traditionally been challenged in adopting new ways of working or processing and integrating information – to change their approach to KM, treating information and knowledge as an asset, and can be used to drive value creation through sustaining and improving competitive advantage, delivering insights and enhancing team and organisational productivity.
The top trends changing the landscape of Information ManagementVelrada
The role of information and data in the private sector, and how employees and users interact with that information, is changing rapidly.
With endless buzzwords and hot topics, and a ream of new technologies and upgrades, it can be difficult for organisations to know where to begin or how it translates into actionable insight.
A business is, in essence, a vast collection of knowledge and information. It's what's behind the creation of benchmark products and services, and it exists as a web of insights and ideas shared by staff. It's in your documentation—your manuals, guidelines, lists, databases, memos, and files. And it's also in the minds of your team members, as the expertise you need to capture to enhance your business. Knowledge is power, and when properly harnessed, it fuels a successful company.
Technology has had a tremendous impact on knowledge management (KM), inspiring the development of robust software platforms to leverage KM strategies. Knowledge management software continues to evolve in response to new demands and challenges.
Let's look at 15 emerging knowledge management trends that are changing the course of knowledge management software.
Protected Area Network Knowledge Management Framework (Needs Assessment and A...John Mauremootoo
PowerPoint presentation given at a consultative workshop to ascertain the knowledge management baseline among protected area stakeholders in Mauritius as a contribution to the development of a Protected Area Knowledge Management System.
How To Successfully Deliver Your SharePoint Project In Ten Easy Steps - Symon...SPC Adriatics
In this session we’ll guide you through the process of delivering your SharePoint project from the very beginning to the very end, and beyond.
Beginning with fundamental questions such as “What is SharePoint?”, “What are you trying to do?”, and “How will you know when you’ve done it?”. We’ll discuss how to evaluate SharePoint and the Microsoft platform against other technologies and vendors, how to develop a robust business case and successfully navigate project approval processes, and how to run an RFP process and select the right partner to work with. We’ll share the secrets that sales people and SharePoint partners don’t want you to know! We’ll discuss project approaches and reveal tried and tested methods that will ensure that your project is delivered on time, to budget and to specification.
We’ll cover a wide spectrum of topics including requirements gathering, user centered design, change management and user adoption. Finally, we’ll consider how to evaluate the success of project. Based on a decade of consulting experience with some of the the worlds leading organisations.
Lessons from the front line: Next generation knowledge management using socia...Velrada
Now more than ever, we are witnessing the dynamic and interconnected relationship between technology and human interaction impacting the KM space. This is being driven in part by consumer device proliferation and changing user expectations exhibited by the extraordinary rise in use of social networking platforms – with the opportunities and challenges that they bring. The way we are using the web in our personal lives and the effectiveness of this form of online engagement, coupled with a deeper understanding of how social methodologies can be integrated into the business world is forcing large, corporate organisations - which have traditionally been challenged in adopting new ways of working or processing and integrating information – to change their approach to KM, treating information and knowledge as an asset, and can be used to drive value creation through sustaining and improving competitive advantage, delivering insights and enhancing team and organisational productivity.
The top trends changing the landscape of Information ManagementVelrada
The role of information and data in the private sector, and how employees and users interact with that information, is changing rapidly.
With endless buzzwords and hot topics, and a ream of new technologies and upgrades, it can be difficult for organisations to know where to begin or how it translates into actionable insight.
A business is, in essence, a vast collection of knowledge and information. It's what's behind the creation of benchmark products and services, and it exists as a web of insights and ideas shared by staff. It's in your documentation—your manuals, guidelines, lists, databases, memos, and files. And it's also in the minds of your team members, as the expertise you need to capture to enhance your business. Knowledge is power, and when properly harnessed, it fuels a successful company.
Technology has had a tremendous impact on knowledge management (KM), inspiring the development of robust software platforms to leverage KM strategies. Knowledge management software continues to evolve in response to new demands and challenges.
Let's look at 15 emerging knowledge management trends that are changing the course of knowledge management software.
Protected Area Network Knowledge Management Framework (Needs Assessment and A...John Mauremootoo
PowerPoint presentation given at a consultative workshop to ascertain the knowledge management baseline among protected area stakeholders in Mauritius as a contribution to the development of a Protected Area Knowledge Management System.
How To Successfully Deliver Your SharePoint Project In Ten Easy Steps - Symon...SPC Adriatics
In this session we’ll guide you through the process of delivering your SharePoint project from the very beginning to the very end, and beyond.
Beginning with fundamental questions such as “What is SharePoint?”, “What are you trying to do?”, and “How will you know when you’ve done it?”. We’ll discuss how to evaluate SharePoint and the Microsoft platform against other technologies and vendors, how to develop a robust business case and successfully navigate project approval processes, and how to run an RFP process and select the right partner to work with. We’ll share the secrets that sales people and SharePoint partners don’t want you to know! We’ll discuss project approaches and reveal tried and tested methods that will ensure that your project is delivered on time, to budget and to specification.
We’ll cover a wide spectrum of topics including requirements gathering, user centered design, change management and user adoption. Finally, we’ll consider how to evaluate the success of project. Based on a decade of consulting experience with some of the the worlds leading organisations.
KCS in the real world. You are already using your knowledge—why not capture and reuse it while you work? Knowledge Centered Support (KCS) is gathering momentum, but it is evident that many people are still unsure of its concepts and are also a little skeptical of the benefits of knowledge management in the arena of service management. If you are willing to shift the focus of your support organization from “Call Centric” to ”Knowledge Centric,” then you will reap the benefits that have been realized by many support organizations that have implemented KCS. Paul Jay has been implementing KCS in many large organizations since 2005 and will share many tips and traps that come with rolling out integrated knowledge management solutions leveraging the KCS (Framework).
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
Global knowledge management_pawlowski_2012Jan Pawlowski
The extensive slideset is used for a 5ECTS course on global knowledge management. It covers theoretical aspects as well as practical issues. It is accompanied by a case study on global knowledge management as a practical application of the theoretical concepts. For further information, please contact me.The slides can be used for non-commercial purposes but please inform me how you used them!
Aligning people process and technology in km kwt presentationStephanie Barnes
This is the presentation given by Stephanie Barnes at Knowledge Workers Toronto (KWT) on Aug 2, 2011. It is based on her Ark Group report, "Aligning People, Process, and Technology in Knowledge Management" published in May 2011.
A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference
Communication Tools for Knowledge Management and LearningOlivier Serrat
Communications that engage stakeholders encourage them to connect and build relationships. High levels of collaboration increase the chances that, as desired outputs are accomplished, intended beneficiaries will capitalize on promised benefits. If knowledge management is about providing the right knowledge to the right people at the right time, it must be wedded to good communications.
Business Case: Ozitem Groupe, where 80% of the company is working remotely. R...Patrick Van Renterghem
Roxane Pasina (Ozitem's Chief Marketing and Communication Officer) explains and shows how Ozitem Groupe went in 1 year from an old Intranet to an interactive digital workplace allowing them to overcome their communication challenges, using the Jamespot digital workplace tools
The real question here is “how” - how does an enterprise truly change its culture to embrace collaboration? This paper is the second in a series of publications that explore the insights gathered from the SMART Technologies Collaboration Council. Here we summarize the Council’s views on the criticality and steps towards of establishing a collaborative culture. White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
In this presentation Senior consultant Geir Stene discuss how to integrate digital collaboration in organizations. What differentiate traditional collaboration tools and these ideas is that it's now possible to use the internet and social media integrated in a whole new set of ways, and enhance many forms of collaborative work in a scale that up till now hasn’t been possible.
Intranet Change
One-day interactive forum, site visit and workshop
28-29 May 2013, Brisbane, Queensland, $995 plus gst to attend
http://www.arkgroupaustralia.com.au/Events-E061Intranets.htm
Leave this highly interactive forum with new perspectives on how to connect, communicate and collaborate in your intranet redesign
This interactive forum will demonstrate how, through redesign, you can implement an intranet that will transform the way your organisation operates.
You will hear about:
* Building and presenting a business case to secure support for intranet projects
* Executing an intranet strategy and governance
* Conducting user research to ensure that the intranet remains fit for purpose
* Developing a collaborative culture through social media technology
* Best practice guide on developing information architecture
* Overcoming challenges for intranet change in a large organisation
PLUS: A Post Forum Site Visit
(Limited to 12 participants)
Intranet site visit to Oakton: Intranets on the move
About the Site Visit:
* The journey of building a social and collaboration intranet called Ozone
* Live intranet demonstrations of the key features of Ozone
* Information Architecture of Ozone
* Demonstration of the intranet’s mobility
* Lessons learned and ROI to date
University of Southern Queensland,Qantas,Sinclair Knight Merz,Department of Environment, Water and Natural Resources (SA), Deloitte, REA Group, Olam
Department of Housing and Public Works, Queensland University of Technology, InfoRED Consulting, Oakton
Some recommended social media groups:
Intranets Asia Pacific Linked In
http://www.linkedin.com/groups?mostPopular=&gid=3191639
Document and Records Management
http://www.linkedin.com/groups/Document-Records-Management-2405147?trk=myg_ugrp_ovr
SharePoint Asia Pacific
http://www.linkedin.com/groups?gid=3744113&trk=myg_ugrp_ovr
How to Leverage Social Media in HR?, Imad LahhadThe HR Observer
Everyone is jumping on the Social Media bandwagon and HR is no exception. One thing is for sure, it is not a joyride if you are not equipped with the right strategy and tools. Which platform is the most suitable? What are the guidelines? Do we need specific expertise to make the best of them? This workshop will give HR executives’ insights and hands-on experiences on how organisations are leveraging social networks.
What you will learn
• Leveraging social networks to benefit the entire organisation
• Implementing and managing social networks to spur innovation and knowledge sharing
• Using social media to increase employee engagement and bolster employer branding
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
KCS in the real world. You are already using your knowledge—why not capture and reuse it while you work? Knowledge Centered Support (KCS) is gathering momentum, but it is evident that many people are still unsure of its concepts and are also a little skeptical of the benefits of knowledge management in the arena of service management. If you are willing to shift the focus of your support organization from “Call Centric” to ”Knowledge Centric,” then you will reap the benefits that have been realized by many support organizations that have implemented KCS. Paul Jay has been implementing KCS in many large organizations since 2005 and will share many tips and traps that come with rolling out integrated knowledge management solutions leveraging the KCS (Framework).
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
Global knowledge management_pawlowski_2012Jan Pawlowski
The extensive slideset is used for a 5ECTS course on global knowledge management. It covers theoretical aspects as well as practical issues. It is accompanied by a case study on global knowledge management as a practical application of the theoretical concepts. For further information, please contact me.The slides can be used for non-commercial purposes but please inform me how you used them!
Aligning people process and technology in km kwt presentationStephanie Barnes
This is the presentation given by Stephanie Barnes at Knowledge Workers Toronto (KWT) on Aug 2, 2011. It is based on her Ark Group report, "Aligning People, Process, and Technology in Knowledge Management" published in May 2011.
A short history of knowledge management wrapping up with a positioning of Enterprise 2.0 within a knowledge management setting - Originally presented at the Enterprise 2.0 Conference
Communication Tools for Knowledge Management and LearningOlivier Serrat
Communications that engage stakeholders encourage them to connect and build relationships. High levels of collaboration increase the chances that, as desired outputs are accomplished, intended beneficiaries will capitalize on promised benefits. If knowledge management is about providing the right knowledge to the right people at the right time, it must be wedded to good communications.
Business Case: Ozitem Groupe, where 80% of the company is working remotely. R...Patrick Van Renterghem
Roxane Pasina (Ozitem's Chief Marketing and Communication Officer) explains and shows how Ozitem Groupe went in 1 year from an old Intranet to an interactive digital workplace allowing them to overcome their communication challenges, using the Jamespot digital workplace tools
The real question here is “how” - how does an enterprise truly change its culture to embrace collaboration? This paper is the second in a series of publications that explore the insights gathered from the SMART Technologies Collaboration Council. Here we summarize the Council’s views on the criticality and steps towards of establishing a collaborative culture. White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
In this presentation Senior consultant Geir Stene discuss how to integrate digital collaboration in organizations. What differentiate traditional collaboration tools and these ideas is that it's now possible to use the internet and social media integrated in a whole new set of ways, and enhance many forms of collaborative work in a scale that up till now hasn’t been possible.
Intranet Change
One-day interactive forum, site visit and workshop
28-29 May 2013, Brisbane, Queensland, $995 plus gst to attend
http://www.arkgroupaustralia.com.au/Events-E061Intranets.htm
Leave this highly interactive forum with new perspectives on how to connect, communicate and collaborate in your intranet redesign
This interactive forum will demonstrate how, through redesign, you can implement an intranet that will transform the way your organisation operates.
You will hear about:
* Building and presenting a business case to secure support for intranet projects
* Executing an intranet strategy and governance
* Conducting user research to ensure that the intranet remains fit for purpose
* Developing a collaborative culture through social media technology
* Best practice guide on developing information architecture
* Overcoming challenges for intranet change in a large organisation
PLUS: A Post Forum Site Visit
(Limited to 12 participants)
Intranet site visit to Oakton: Intranets on the move
About the Site Visit:
* The journey of building a social and collaboration intranet called Ozone
* Live intranet demonstrations of the key features of Ozone
* Information Architecture of Ozone
* Demonstration of the intranet’s mobility
* Lessons learned and ROI to date
University of Southern Queensland,Qantas,Sinclair Knight Merz,Department of Environment, Water and Natural Resources (SA), Deloitte, REA Group, Olam
Department of Housing and Public Works, Queensland University of Technology, InfoRED Consulting, Oakton
Some recommended social media groups:
Intranets Asia Pacific Linked In
http://www.linkedin.com/groups?mostPopular=&gid=3191639
Document and Records Management
http://www.linkedin.com/groups/Document-Records-Management-2405147?trk=myg_ugrp_ovr
SharePoint Asia Pacific
http://www.linkedin.com/groups?gid=3744113&trk=myg_ugrp_ovr
How to Leverage Social Media in HR?, Imad LahhadThe HR Observer
Everyone is jumping on the Social Media bandwagon and HR is no exception. One thing is for sure, it is not a joyride if you are not equipped with the right strategy and tools. Which platform is the most suitable? What are the guidelines? Do we need specific expertise to make the best of them? This workshop will give HR executives’ insights and hands-on experiences on how organisations are leveraging social networks.
What you will learn
• Leveraging social networks to benefit the entire organisation
• Implementing and managing social networks to spur innovation and knowledge sharing
• Using social media to increase employee engagement and bolster employer branding
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
How Social Adds Value to Talent Management- Q4 CIPDMark Osborn
Presented at the CIPD Conference with Pagit Miles. Today businesses understand that the effectiveness of their employees is a significant competitive driver. IBM believes that embedding Social ways of working into an organisation can add value at every stage of the employee life cycle. This session will demonstrate how and why social should be at the core of businesses' Talent initiatives and by aligning social to HR processes organisations can increase productivity, engagement, performance and retention.
Enterprise Social From Microsoft - Presented by AtidanDavid J Rosenthal
Welcome to our Enterprise Social session. We’ll talk about our vision of “working like a network” and the product strategy that will make this a reality for your business. We’ll also address any questions you have during this presentation.
This presentation is divided into three sections:
The value of Enterprise Social and why businesses need to work like a network
Microsoft’s Enterprise Social product roadmap and capabilities, and
The journey for your organization to successfully adopt and benefit from enterprise social
How does your company benefit from working like a network? Let’s find out.
First, important conversations don't just happen in the office. You need to be where your employees, customers and partners are so you can listen to and learn from their changing needs. With Enterprise Social, you have all the tools you need to get a pulse on the conversations happening inside and outside of your business with Microsoft Social Listening or the Enterprise Social Network, Yammer.
Further, companies are able to adapt and make smarter decisions together because they have listened to the needs of customers and employees. They can collaborate with familiar productive tools like PowerPoint, Excel and Word in a real-time, co-editing cloud environment.
And finally, these smart decisions and better collaboration lead to business and innovation growth. Let’s see how some top brand customers like Red Robin and Nationwide have used Enterprise Social to listen, adapt and grow.
In part one of this two part study, The Socially Enabled Enterprise, we explored the opportunities and challenges global organizations are facing in the transition to becoming socially enabled enterprises. Oracle, Leader Networks, and Social Media Today recently conducted an online survey of over 900 marketing and technology executives to understand how companies are leveraging social technologies and practices throughout their organizations.
Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
Getting Started with Enterprise Social NetworkingDavid Stephens
This presentation is to introduce social software and social networking. It includes a demo of Lotus Connections and some information on how to get started quickly with a Lotus Connections deployment.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
2. What is the difference between social media & social business?
Are there benefits in becoming a social business?
3. ALTIMETER GROUP’S DEFINITION OF ‘SOCIAL BUSINESS’
“The deepintegration of
social media & social methodologies
into the organisation
to drive business impact.”
6. Applying social business across the organisation
Create valued customer
experiences
• Engage and listen
• Build the community
• Shift toward sales & service
SOURCE: IBM Institute for Business Value
Accelerate innovation
• Capture new ideas from
anyone
• Use internal communities
to innovate
• Enable structured
innovation efforts
Drive workforce
productivity &
effectiveness
• Increase knowledge,
transparency & velocity
• Find and build expertise
• Leverage capabilities
beyond organisational
boundaries
7. Identified Benefits for Enterprise Collaboration
50% Greater alignment with organisational goals
Increase in purposeful collaboration
Reduction in operating costs
25
%
Improvement in employee productivity
10%
50% Faster in finding information
Increase in employee engagement/ job satisfaction
30%
30%
60% Increase in ability to collaborate with colleagues
Sources: McKinsey Global Institute, The Social Economy: Unlocking Value and Productivity Through Social Technologies (2012) McKinsey & Company, Evolution of
The Networked Enterprise (2013) Jive Software, The Business Value of Social Business (2010Salesforce Chatter, 50 Ways to Transform Every Department with
Chatter (2011) Forrester, Social Enterprise Apps Redefine Collaboration (2011); Gartner, Predicts 2013: Social and Collaboration Go Deeper and Wider (2013)
Altimeter, Making the Business Case for Enterprise Social Networks (2012), Gallup, State of the Workplace report (2013) Gartner, Reveals Five Social Software
Predictions for 2010 and Beyond (2010)
8. Tap into untapped
potential
McKinsey Global Institute: Unlocking value and productivity through social
technologies…
9. The untapped potential in social technologies
$1.
5T+
Annual value that could
be unlocked using social
technologies
$1.
5B+
Number of users,
using social networks
globally
2x
Potential value from
enabling better
enterprise collaboration
80%
Proportion of total
online users who
interact with social
networks regularly
3%
Share of companies that
derive substantial
benefit from social
technologies
90%
Proportion of companies
reporting benefits from
using social
technologies
20%
Estimated potential
improvement in
employee productivity
28
hrs
Time spent each week
by staff emailing,
looking for information,
etc.
SOURCE: McKinsey Global Institute – The Social
10. “When we thought ahead to the next
generation of employees and their social
media usage outside the company, we knew
that at some point not having a
collaboration platform based on social
business software would be similar to being
among the last companies to have email.”
Anu Elmer: Vice President Communications at Swiss RE
12. The Seven Success Factors
of Social Business Strategy
Simon te Brinke
Digital Communications & Social Business Strategist
Gramercy Park Consulting
Twitter: @GramercyPark
4 April 2014
Altimeter Group provides research and advisory for
companies challenged by business disruptions, enabling
them to pursue new opportunities and business models.
Visit us at http://www.altimetergroup.com or contact
info@altimetergroup.com.
Presented by Simon te Brinke with permission of Altimeter Group, USA.
18. Social Business Framework
PEOPLE
Create a measurable increase in
productivity & performance
effectiveness by connecting
people to people,
work like a network
PROCESS
Create an environment that supports
the identification of opportunities or
problems to trigger just in time
knowledge processes that enable
organisational learning
CONTENT
Facilitate knowledge creation
& sharing via a rich user experience
that intrinsically motivates employees to
contribute through reward & recognition
initiatives aligned to objectives.
TECHNOLOGY
Leverage knowledge technologies
which provide rich user experiences and
simplify access to people, information and
knowledge relevant to the business need to
drive competitiveness & long term value
19. Develop your plan
Quality of information Staff productivity Economic sustainability User experience
Reach,
Sentiment
Likes, Shares
Alignment
Tasks
Discussions
Knowledge
Single source
of the truth
Accuracy
Mobility
Self-service
What I want,
when I want it,
in the format I
want
Improved
productivity,
richer data sets,
simplified
integration
Any device.
anywhere
Online, Offline
BYOD
Relevant,
timely, easy to
publish, single
source of truth
Crowd
Sourcing
Internal and
External
Communities
Quality
Timeliness
Relevance
Context
Outcomes
Customer engagement
22. Reason number one: no real buy-in from senior executives. They don't endorse
It; They don't use it; SOURCE: businessgoessocial.net They don't see the business value
23. You are not alone. Research firm Gartner estimates that through 2015, 80
percent of social business efforts will not achieve the intended benefits due
to inadequate leadreship and an overemphasis on technology.
SOURCE: businessgoessocial.net
24. And because senior executives are not involved: staff sit
on the fence whether to use it or not; the network is not
Used as part of business process; and there are not
enough resources to support adoption...
SOURCE: businessgoessocial.net
25. I heard this Yammer thing is somehow
Official. I don't see the CEO using it. Looks
like a Marketing department thing. I'm
working on the network in my lunch
breaks – internal communications officer
and part-time internalSocial network
Champion.
SOURCE: businessgoessocial.net
27. Pilot team. An Enterprise Social Network is perfect for your cross-functional team!
SOURCE: businessgoessocial.net
28. “Don’t get stuck in a
pilot for too long…if you always
dabble, it will be a failure.”
Don Bulmer: VP Communication Strategy , Royal Dutch Shell
29. Social Pilot or Program Delivery
Results &
governance
• Monitor & measure activity
• Analyse and learn from the
success of the program
• Incorporate findings
• Continue to adapt the
strategy, models, processes
and methodologies as
required
• Celebrate & communicate
your success
Execute the
plan
• Document the functional
requirements
• Develop interaction model
• Implement organisational
structure required to manage
the project and risk
• Identify, gather or create the
required content
• Build awareness and train
relevant staff
• Configure technology
• Test & deploy
Characteristics
& usage
• Develop segmentation/ what
are the characteristics of
your target audience
(Persona Development)
• Context/ where do they live
online, how do they use
social media
• Value/ Why will they want to
connect, engage
• Assess c social maturity of
the organisation/staff
• Identify the most relevant
tools/technologies
Challenges &
Opportunities
• Get all stakeholders
involved from the
beginning
• Assess business goal and
agree the social objectives
• Pinpoint the risks and issues
you think may arise
• Identify success criteria
• Agree the governance model
• Ensure you have executive
sponsorship
Roadmap &
business case
• Develop participation strategy
including:
• Storylines
• Issues or topics
• Supporting information
• Content requirements
• Legislative or policy
requirements
• Promotion strategy
• Production schedule
• Timeframe & resources
• Budget
• Outcomes
31. Gartner ’s take
on the ESN
landscape
Established enterprise
collaboration vendors
Best-of-breed, pure-play vendor
Global SaaS vendors
Familiar middleware vendors
SOURCE: Gartner Magic Quadrant for Social Software in the Workplace 2013
40. Magic Quadrant
Social Software in the Workplace
September 2013
Aragon Research Globe
Social Software
June 2014
Neurascope
Enterprise Social Networks
April 2014
Forrester Wave
Enterprise Social Platforms
June 2014
* All reports published within the last year, and available upon request
Ovum Decision Matrix
Enterprise Social Networking
January 2014
Jive is the clear leader Enterprise Social
42. What is Social Business?
42
INHOUSE
Intranet
ERP
KB
CRM
Mail
Support
Training
SaaS
SFDC
Marketo
WEB
Facebook
LinkedIn
Twitter
Merge & Filter: Insights Forum Content Projects Discussions
Collaboration
Social business | Social Experience
Efficiency Visibility Value + + + User Exp. + Involvement
43. Social Business Platform? I can’t wait!
43
Product features
(Architect)
Roadmap
(Prod Team)
Product Documentation
(Prod Manager)
Sales Collaterals
(Sales Support team)
Use Cases
(Principal TC’s)
Sales Trainings
(Sales Managers)
Campaigns
(Marketing)
Prod Strategy
(All)
Public
(Twitter, Facebook)
Public
(Web Site team)
Public
(SEO team)
45. 45
Social Business Solution
+
Aligned to
business goals
and objectives
Aligned business
processes
Increased
business value
and outcomes
Increased
dependency
on social
business
platform
+
49. ”
Enabling next”
generation knowledge
management.
BP CEO John Browne “All companies face a common challenge: using knowledge more effectively than their competitors.”
51. The Business Problem:
Everyday a better
idea goes unused is a lost
opportunity.
We have to share more, and share faster.
52. The new Knowledge Management Model is Social
Knowledge Claim
Formulation
Problem/Opportunity
Recognition
Knowledge Transfer
Initiate Knowledge
Processes
Business Processing
Environment
(Knowledge Use)
Knowledge Use Business Outcomes
Distributed
Organisational
Knowledge
Repository
Information
Acquisition
Knowledge Production
Knowledge Claim
Evaluation
Individual and/or
Group Learning
Knowledge
Lifecycle
53. Social KM enabling cross functional innovation
• A member of the Cost Engineering
Group has an idea which could
significantly reduce the cost of
on-boarding new staff on projects.
• He initiates a discussion by posting
his idea to the Group
• The idea is promoted to the
Functional Authority for
evaluation
• The idea’s value is verified by the
Standards Committee and the
Cost Engineering Group is asked to
revise the existing Standard to
improve Project Start Up processes.
• The Cost Engineering Group
collaborate on the creation of the
new Standard which is published for
review by the KM Administrator
• The new Standard is authorised,
#tagged and published to the
Knowledge Repository which
automatically updates the activity
stream.
• Users subscribing to the #tag are
automatically notified and see the
new Standard.
• The PM for Project Y applies the new
Standard on-boarding new staff
reducing the capital intensity of his
project significantly.
• He post a news item calling out the
effectiveness of the new Standard in
reducing Project Start Up costs
• The Project Manager for Project X
sees the update on his mobile
• He is seeking help on Cost and
Compliance issues on his project.
• He views the profile card of the
Author of the Standard and sees the
Cost Engineer is a recognised SME
with specific expertise in the area
relevant to his Project.
• He direct messages the Cost
Engineer who receives the invitation
to assist on Project X in his newsfeed.
• He replies immediately and assists
with cost analysis and compliance
requirements which result in time
saved.
Cost Engineer
Idea is adopted as a
‘Revised Standard’
Knowledge
Repository
Project Manager see’s
update in Activity Stream
‘Can you assist
me on my
Project?’
Y
“The new Standard
has significantly
reduced start up
costs on Project Y’
Cost Engineer
Posts
Idea to
Group
Cost Engineering
Group
Project Y Team
“Being able to locate expertise
improves Project productivity’
54. The new Knowledge Management Environment
Support learning through the use of video and worked examples
Fast access to lessons & expertise
Unlock existing knowledge through data visualisations
Central access to all business critical information & knowledge
Search people, conversations, documents
Line of Business Systems: Data Storage, Information Repositories, Workflow & other Core Projects Processing Systems
55. Value Map
Improve Business
Competiveness
KM Strategic
Become a
Learning
Organisation
Accelerate Objectives
Business Capabilities
Technical Capabilities
Individual/Team
On-boarding
Connect
People
Activity
Based
Updates
Governance &
Access Controls
Gamification
Community
Spaces
Social
Networking
News Feeds
Leverage
Scale
& Expertise
Information
Tagging
Usage Metrics &
Analytics
DIRECT BENEFITS
• Easier/faster to find information
• Easier/faster to find people/expertise
• More efficient use of internal resources
INDIRECT BENEFITS
• Lift in employee engagement/retention
• Accelerated time to competency
• Increase in valuable ideas/insights
BEHAVIOUR
• Increase in knowledge sharing/collaboration
• Structured/actionable discussions
• Closer alignment with business objectives
Centralised
Search
Ideation &
Innovation
On any
Device
Knowledge
Base
Expertise
Identification
Knowledge
Networks
CoPs
57. Supporting
targeted
audience engagement.
Large public sector agency: Implementing social business strategy for increased community education and engagement.
59. Team objectives
Increase the
frequency of
successful
outcomes on the
site
Help reduce
barriers to
engagement with
the public sector
agency
Encourage
community
influencers to
become advocates
for the site
Create a site that is
engaging, credible
and accessible to a
diverse audience
60. Time online/social media
Rarely/Never
Every 2-3 months
A few times per month
0 100 200 300 400
Facebook
YouTube
Snapchat
Websites of your…
Instagram
Google+
Online chat such…
Tumblr
Twitter
Blogs
Q&A websites…
Pinterest
Online forums…
LinkedIn
None
Less than 1 hour
Between 1 and 3 hours
0 200 400
Accessing a social…
Listening to music
Chatting or IMing
Playing games online
Watching online…
Watching TV shows or…
Generally browsing…
Researching products…
Accessing news online
Emailing
Accessing…
61. Social media activity
The role of social networks for the
target audience can’t be overstated
– it’s every day, for multiple hours,
and the focus by far and away is to
communicate and engage with their
friends.
62. % of daily users and nominated ‘favourite’ sites…
78% 46%
30%
14%
50%
And most popular messaging apps…
80% 63% 52% 20% 17% 16%
63. Conversation
Destination Website
ca
DIRECT
Google.com.au
ca
Partner
Orgs
Website
Social
Outreach
Campaigns
ca
PARTNERS
ca
SOCIAL
Conversation Prism
Partner
Agencies
Media
Experiential
ca
CAMPAIGNS
Peer
2
Peer
Culture Family School
Personal
Interests
Personal
experience
Target Audience
Engagement &
Outreach
Channel & Tactics
64. “Don’t ask what technology to use.
Ask first who you’re trying to reach, what
you’re trying to accomplish,
and how you plan to change your relationships with your audiences.
Then, and only then, can you decide what social technologiesto use”
Source: Forrester Research
65. P
O
S
T
PEOPLE
Assess your audiences social activities
OBJECTIVES
Decide what you want to accomplish
STRATEGY
Plan for new relationships with audiences (and stakeholders)
TECHNOLOGY
Decide which social technologies to use
66. All
Audiences
Partner
Groups
Listening
Talking
Energising
Supporting
Identify local advocates who are
spreading / amplifying the message.
Monitor conversation across social
web to better understand issues.
Facilitate communication, connection
and broader public engagement.
Leverage visual campaign assets
across social networks.
Provide a ‘private’ and anonymous
engagement channel.
Google Alerts/
Trends/Blog
Search
Tweetdeck/
Hootsuite
BuzzMetrics
RSS and image
based Social
Technologies
IM / Chat
Leverage partners’’ social networks
and footprint to facilitate information
sharing.
Develop a private community where
partner organisations and other
professionals can share ideas,
contribute knowledge and gain access
to credible information.
Customised
downloadable
widgets, badges
or buttons for
partner agencies
to use on their
own sites.
Private online
community
forum based
social
technologies.
67. “In the future, there shouldn’t be a
social strategy, there will just be a strategy for
customer
experience.”
Martha Hayward VP Social Media, Fidelity Investments
68. Guidelines to building effective engagement
Success is not tied to technical deployment, but to organisational and cultural change.
You will win when you make things simple, valuable, concrete and iterative.
Focus on identifying your audience and getting buy in by the right people.
Set objectives, measure to prove the ROI and celebrate your successes
Using social tools will help you understand use cases and how to drive adoption.