Competence Centre for Collaboration Solutions at the University of Economic in Prague serves as an expert centre for enterprise social networks and works closely with IBM and local business partners to help drive adoption of social business in Czech Republic and Slovakia.
In this session they will share their experience from local social business projects over the past years and discuss various examples and adoption scenarios from different fields and industries (public, education, healthcare, even construction).
Interested in the state of social business in CZ/SK? Want to know what works and what are the traps & pitfalls? Join us at the session!
2. What is Competence Centre
Competence Centre for Collaboration Solutions was
founded in 2012 at Faculty of Informatics and
Statistics, University of Economics in Prague (FIS VŠE).
It is an autonomous team of talents consisting of:
Professionals from business,
academic scientists and
top university students.
Applied
research
Modern
technologies
Real
business
needs
3. Mission of Competence Centre
CentreCS serves as an expert consulting group in the field of
Enterprise Social Networks (ESN).
It gathers and builds experience and know-how for:
Successful adoption of enterprise social network,
Functional & graphical customization of the platform,
Mining & Extraction of hidden corporate knowledge,
Efficient use of social business principles to increase business value and
performance.
Operates internal university network at VŠE
Works with partners and helps build local
awareness about Social Business benefits
4. Our main goal – To help with the transition
Extension of traditional (line) organizational structures with internal social network.
5. Good place to start? (now)
IBM Social Business Patterns
Find expertise
Gain external customer insights
Increase knowledge sharing
Improve recruiting and onboarding
Manage mergers and acquisitions
Enable and improve workplace safety
6. Where we started?
0% 10% 20% 30% 40% 50% 60% 70%
Knowledge base creation and curation
Internal marketing campaign
HCM Feedback loops
Project workspace
Service support escalation and resolution
Top Enterprise Social Business Use-cases (internal)
R. Wang & Insider Associates, 2011 – State of Social Business (survey).
7. Main areas of interest of local customers (CZ & SK)
1. Efficiency and real impact of internal communication
Quickly and easily inform various groups, teams or individuals
Share latest news and information from both inside and outside of the company
2. Support innovations with respect to methodologies and policies
Providing latest methodological guidelines, grants and other incentives
Efficient archiving of previous ideas and closed cases - knowledge-building
3. Managing and organizing of projects
Dealing with various projects and activities that are done repeatedly
The need for unified yet flexible environment to support project portfolio
4. Enterprise knowledge-base building
Platform to collectively share, version and archive documents, templates and
other materials
Building an open, flexible, enterprise-wide and sustainable knowledge-base
5. Intelligent address book of employees
People with context, identifying real competences
Easy-to-find experts, problems escalation & resolution
8. Real-life Example: Construction company
Industry: Construction, construction & development company
Type of project: Full enterprise-wide roll-out
Scope: 200 users
Main areas:
Managing +100 projects
Internal comm. (media monitoring)
Employee engagement & feedback
Performance reviews & board meetings
9. Real-life Example: Healh-care facility
Industry: Health-care, large hospital
Type of project: Small pilot project
Scope: +100 users
Main areas:
Coordination of dozens depts.
Financial agenda and reporting
Internal communication
Policies and templates sharing
10. Real-life Example: Public sector
Industry: Public, ministry agency
Type of project: Wide-scale support of adoption
Scope: 400 users
Main areas:
Operation programs & grants
Internal communication
Company knowledge-base building
Methodologies and policies
11. Real-life Example: Political party
Industry: Politics, big political party
Type of project: Pilot project – core team
Scope: +50 users
Main areas:
Regional coordination
Internal communication
Campaigns and events preparation
Knowledge sharing between teams
12. Real-life Example: University
Industry: Education, University of Economics in Prague
Type of project: Internal pilot on 2 faculties
Scope: +500 users
Main areas:
Support for courses and education
Collaboration of research teams
Conferences and papers preparation
University knowledge-base building
Applied research in the field of ESN
13. Traps & Pitfalls, Dos & Don’ts
Key Success Factors Construction
company
Healthcare
facility
Ministry
agency
Political
party
University [current
project X]
Goals & expectations
identified & aligned
LoB involved from the
beginning
Official executive lead &
support
Internal ambassadors
Methodology & roadmap
Marketing plan
Metrics
Based on Salvador Gallardo, for more interesting thoughts go to http://ibm.com/blogs/socialbusiness
14. Where do we go from here?
• Coordination
• Directed, orchestrated (often one-directional), strictly divided work.
• Cooperation
• Directed cooperation between multiple groups, teams & business units.
• Collaboration
• (Un)managed organic collaboration across (and outside) the whole company.
16. Contact information
Competence Centre for Collaboration Solutions
Centre founded at FIS VŠE with support of IBM
Applied research in the field of Enterprise Social Networks
Web: http://centrumCS.vse.cz
Email: centrumCS@vse.cz
Doc. Ing. Ota Novotný, Ph.D
• novotnyo@vse.cz
• Sponsor and coordinator at FIS VŠE
Ing. Tomáš Feige
• tomas.feige@cz.ibm.com
• Collaboration Solutions Ambassador
18. Examples of our Social Business assets:
Education, training & personal development communities
19. Examples of our Social Business assets :
Localized manuals, step-by-step course, guides
20. Methodology aims at providing guidance and best-practice to achieve:
Safe and secure environment with clear policy and borders, that
supports processes on all business levels, and
provides benefits for both individuals and company.
Methodology for adoption of enterprise social networks
Public
Professional
Internal
• New customers
• Fan-based community
• Wide public
• Business partners
• Suppliers, contractors
• Loyal customers
• Management
• Regular employees
• External contractors