This presentation is from november 2011.
Presentation for an international group of top managers at Manpower Group Solutions to create awareness how social media can be used as business tools.
Social business software gives you competitive advantage to collaborate more efficiently internally and connect with your customers in a more engaging way
This document summarizes a presentation by Gloria Burke, Chief Knowledge Officer at Unisys, about the company's enterprise social business transformation. Unisys recognized the business value of social technologies in improving collaboration and implemented a strategy to become a more networked organization. The strategy included establishing governance, providing the right tools, gaining leadership support, educating employees, and improving knowledge management. The transformation helped Unisys better connect employees, partners and clients, increase efficiency, foster innovation, capture knowledge, and meet workforce needs.
Delivering an Enterprise Social Network in the banking sectorSharon O'Dea
Presentation to the Corporate Communications in Banking Conference (September 2015), where I presented a case study from rolling out an ESN, called The Bridge, at Standard Chartered.
This presentation explores the new ways we are working and the implications for business and for workers. Each theme has 4 trends and each trend is supported by 4 examples, supporting statistics and implications defined by PSFK Labs team.
This document discusses the importance of developing digital skills and capabilities for staff and students. It notes that employers are looking for both technical skills and broader capabilities. While many students feel digital skills are important, many do not feel their courses adequately prepare them. The document outlines tools and frameworks for helping organizations assess digital capabilities, identify skills gaps, and develop strategies to improve digital skills across staff and students. It emphasizes the importance of leadership, resources, training, and developing a shared understanding of digital skills.
The Transformation - Digital Leadership DevelopmentSMFB ENGINE
This document discusses the transformation of leadership, agencies, and marketing in the digital world. It raises questions about the challenges faced by agencies and customers in developing digital competencies and adapting their organizations. It also questions whether legacy brands can survive, if social media expertise is now essential, and how agencies will work with customers in the future. The document suggests agencies and marketers need to reset their approach and stop using outdated terms, models, and ways of measuring success that are holdovers from the past and don't reflect today's digital realities.
Digital Workplace Trends 2014 - Paris presentationJane McConnell
(Paris version) Observations from Digital Workplace Trends 2014 study. Top 50 organizations in "people capabilities" compared to the others. Culture differences in the Top 50.
Presented in Paris in November 2013. Get in touch if you'd like a download link.
Social business software gives you competitive advantage to collaborate more efficiently internally and connect with your customers in a more engaging way
This document summarizes a presentation by Gloria Burke, Chief Knowledge Officer at Unisys, about the company's enterprise social business transformation. Unisys recognized the business value of social technologies in improving collaboration and implemented a strategy to become a more networked organization. The strategy included establishing governance, providing the right tools, gaining leadership support, educating employees, and improving knowledge management. The transformation helped Unisys better connect employees, partners and clients, increase efficiency, foster innovation, capture knowledge, and meet workforce needs.
Delivering an Enterprise Social Network in the banking sectorSharon O'Dea
Presentation to the Corporate Communications in Banking Conference (September 2015), where I presented a case study from rolling out an ESN, called The Bridge, at Standard Chartered.
This presentation explores the new ways we are working and the implications for business and for workers. Each theme has 4 trends and each trend is supported by 4 examples, supporting statistics and implications defined by PSFK Labs team.
This document discusses the importance of developing digital skills and capabilities for staff and students. It notes that employers are looking for both technical skills and broader capabilities. While many students feel digital skills are important, many do not feel their courses adequately prepare them. The document outlines tools and frameworks for helping organizations assess digital capabilities, identify skills gaps, and develop strategies to improve digital skills across staff and students. It emphasizes the importance of leadership, resources, training, and developing a shared understanding of digital skills.
The Transformation - Digital Leadership DevelopmentSMFB ENGINE
This document discusses the transformation of leadership, agencies, and marketing in the digital world. It raises questions about the challenges faced by agencies and customers in developing digital competencies and adapting their organizations. It also questions whether legacy brands can survive, if social media expertise is now essential, and how agencies will work with customers in the future. The document suggests agencies and marketers need to reset their approach and stop using outdated terms, models, and ways of measuring success that are holdovers from the past and don't reflect today's digital realities.
Digital Workplace Trends 2014 - Paris presentationJane McConnell
(Paris version) Observations from Digital Workplace Trends 2014 study. Top 50 organizations in "people capabilities" compared to the others. Culture differences in the Top 50.
Presented in Paris in November 2013. Get in touch if you'd like a download link.
Digital Workplace in the Connected Organization - Enterprise 2.0Jane McConnell
Scorecards and maturity by industry of digital workplaces from 314 organizations worldwide. Early Adopters versus the Majority. Leading trends: customer focus, working out loud, humanizing the enterprise, new organizational design, the future workplace.
Disruptive digital workplace: 3 approachesJane McConnell
The digital workplace disrupts enterprises. It challenges traditional ways of doing things. This presentation offers 3 approaches to defining your strategy towards the "digital workplace mode".
The document discusses using artificial intelligence and big data in knowledge management. It covers extracting knowledge from data through information architecture and data curation. It then discusses utilizing AI to deliver knowledge through chatbots using natural language processing, predicting trending knowledge areas, and personalizing knowledge delivery. The goal is to provide knowledge management that is dynamic, accurate, and personalized through leveraging AI technologies.
This document discusses trends in recruiting and staffing professionals in the oil and gas industry. It argues that recruitment is moving away from traditional "job board" models where candidates passively wait to be found, and toward social networks and digital platforms that allow professionals to actively promote themselves. The document also advocates for staffing companies to shift their focus from internal processes to providing excellent personalized service experiences for candidates, using digital tools to gain insights into each professional. If staffing companies modernize their approach and prioritize candidate convenience through digitalization, the summary concludes, they will be able to better serve senior oil and gas professionals.
This document summarizes the key findings from the 9th annual survey on the digital workplace conducted by Jane McConnell. The survey gathered responses from 373 people from 280 organizations in 26 countries. It found that while digital workplace capabilities continue increasing, challenges related to organizational mindset have not improved over the last year. The document then examines three groups of organizations that reported 1) a strong, shared sense of organizational purpose, 2) openness to external influences, and 3) an enabled customer-facing workforce. For each group, it identifies correlations with other organizational characteristics and lower reported challenges. It concludes by providing recommendations for addressing common challenges.
The Digital Workplace - Redefining Productivity in the Information AgeElizabeth Lupfer
The document discusses the need for organizations to redefine how information work is done to increase productivity in the digital age. It notes that while information technology has advanced, work practices have not adapted and continue to rely on outdated industrial-era models. As a result, employees spend over an hour per day searching for information instead of being productive. The proposed solution is to create a "Digital Workplace" that integrates different work systems and is tailored to employees' specific roles and tasks. This could fundamentally change how work gets done and help organizations gain a competitive advantage through improved information work productivity.
This document provides an overview of digital skills training for educators. It discusses the differences between traditional and digital learning, highlighting benefits of digital learning like personalized learning, interactivity, access to updated materials and a global platform for student work. It emphasizes the need for teachers to develop digital skills to connect with students, enhance teaching, and develop personal brands online. The document then provides examples of digital tools teachers can use in the classroom, including for collaboration, communication, organization, and content creation. It stresses the importance of data security and privacy when using technology.
Mark Bolgiano and Gavin Clabaugh ruminate on the role of a successful CIO within nonprofit organizations. An informal presentation at the NTC, Seattle 2006.
From my archive - Gavin Clabaugh
Digital Workplace Trends and TransformationJane McConnell
(D.C. version) Get in touch if you'd like a download link. These are first results from the 2014 Digital Workplace survey. It is an enhanced presentation from the one delivered early November 2013 in Washington DC at KMWorld.
We presented our view point on how to hire and retain digital talent in this day and age. Essentially our point of view is - they don't need to be digital, just smart and have the drive to learn.
Developing Digital Leadership in Business and Digital Transformation & Change...Runway Digital
With globalisation, markets are pulling for faster delivery of new products and services. These business realities mean people become more productive and streamline their communications, processes, decision-making and introduce useful digital tools/software.
Individuals also wisely set up and refine their Twitter, Linkedin and other online information sources to connect with relevant peers and to recognise new business models, innovations, risks and opportunities.
As individuals, honing digital leadership skills and having a proactive mindset is increasingly important.
As businesses, developing digital leadership is key to Digital Transformation and Change Programs. It's also often a blindspot that isn’t being addressed.
Too often we hear examples of businesses that were ‘disrupted’ or not ready for market changes. Think: Kodak, Nokia. Read: uninformed business leaders and/or poor business decisions for the market. Thing is, these leaders assumed they were doing a good job at the time.
Ughhhh… don’t let that be people in your organisation.
Make sure they’re trained well, up-to-date, savvy with current market trends, tools and increasing their personal productivity.
The Digital Workplace in the Connected OganizationJane McConnell
Gave this presentation in a private briefing for a management team in a global company in Europe. It's about the digital workplace and how it's changing processes, practices and roles in organizations.
1) Traditionally, business aimed to efficiently organize work through specializing labor, but the interactive web has allowed markets to better self-organize faster than companies through networked conversations.
2) If markets are conversations, then the interactive web has enabled new forms of social organization and knowledge exchange through networked conversations, making markets smarter and better informed.
3) Embracing social media allows companies to influence customers through these conversations rather than solely exerting control, and those that do so most effectively will be most successful.
Knowledge work is broken - can social fix it?Oscar Berg
This document discusses how management can improve knowledge work productivity in the 21st century. It argues that existing systems are incompatible with today's business environment and knowledge work. To unlock productivity, organizations need to redesign digital work environments based on social principles like openness, transparency, participation and dialog to improve awareness and collaboration. Applying social mechanisms can change how work is done by making work more visible and connecting people.
Digital leadership and organizational transformation was the topic of discussion. The document outlined:
1) Three speakers who were digital leaders from different art institutions - Amy Heibel from LACMA, Nik Honeysett from Balboa Park Online Collaborative, and Douglas Hegley from Minneapolis Institute of Arts.
2) How technology is disruptive and can drive organizational change. Speakers discussed their experiences leading transformations at their institutions in response to digital disruptions.
3) The document called for participants to interrupt, debate, and create general mayhem during the discussion to have an engaging conversation around challenges of digital leadership and transformation.
Learning Objective: Discuss how emerging technology can assist organizations with finding the best business value and unlocking corporate influence
We hear a lot about the terms artificial intelligence and virtual reality, but does anyone really know what they do and how they are effective in the corporate environment? Over the next few years, artificial intelligence and virtual reality are going to revolutionize technology in every field and change the way we work across the globe. For example, AI and VR can be used in staff training for professionals, project management can use VR to show finished projects, and employees can be placed in real-world scenarios through immersive experiences. Our experts will take a cross-cut slice through the concept, from strategy to implementation, to unlock the mysteries behind AI and VR and illuminate how they can be used to increase insight into your business strategy. This seminar will help you understand the threats and opportunities at a strategic level to assess what your business could be doing to improve processes.
At the end of this seminar, participants will be able to:
1. Discuss what artificial intelligence and virtual reality are, and what the business benefits of implementing them in their corporate strategy are.
2. Explore the capabilities for leveraging AI to improve business acumen.
3. Examine factors that construct a foundation for building competitive opportunities and increasing stratagem.
Collaboration - Just idle Chatter or Business-critical Core Capability?Stephan Schillerwein
The document discusses collaboration and social collaboration tools. It begins with an introduction to the speaker, Stephan Schillerwein, and his background working on intranet and digital workplace projects. It then addresses some key points:
- Knowledge work is fundamentally different than other types of work and current organizations are not designed to support it effectively.
- Collaboration should be a core capability for organizations but management does not always support social collaboration tools.
- Choosing collaboration tools requires looking beyond basic functionality as collaboration needs vary between teams, communities, and organizations. No single tool can meet all needs.
- Intranets can play an important role in collaboration if designed to foster interactivity, share different content types, and
Optimising Digital Collaboration From the Inside OutMSL
Companies have come a long way using social media, collaborative tools and social networks to connect people, information and company assets in more effective ways. With many seeing significant improvements in operations, people satisfaction and bottom line results. Among the lessons learned is that it’s not just about technology. Determining digital collaboration’s role, how it will be used and how to incorporate it into company culture are what really matters.
Software Exec Summit Social Business Deck 72011pchandor
(1) Social business connects people within organizations and externally to drive collaboration, innovation and business results.
(2) Implementing social business solutions can provide measurable benefits including increased revenues through faster responses to market needs, reduced product development times through improved access to expertise, and lower communication costs.
(3) IBM has successfully transformed into a social business itself, realizing cost savings and productivity gains through the implementation of social collaboration tools for its 400,000 employees worldwide.
Digital Workplace in the Connected Organization - Enterprise 2.0Jane McConnell
Scorecards and maturity by industry of digital workplaces from 314 organizations worldwide. Early Adopters versus the Majority. Leading trends: customer focus, working out loud, humanizing the enterprise, new organizational design, the future workplace.
Disruptive digital workplace: 3 approachesJane McConnell
The digital workplace disrupts enterprises. It challenges traditional ways of doing things. This presentation offers 3 approaches to defining your strategy towards the "digital workplace mode".
The document discusses using artificial intelligence and big data in knowledge management. It covers extracting knowledge from data through information architecture and data curation. It then discusses utilizing AI to deliver knowledge through chatbots using natural language processing, predicting trending knowledge areas, and personalizing knowledge delivery. The goal is to provide knowledge management that is dynamic, accurate, and personalized through leveraging AI technologies.
This document discusses trends in recruiting and staffing professionals in the oil and gas industry. It argues that recruitment is moving away from traditional "job board" models where candidates passively wait to be found, and toward social networks and digital platforms that allow professionals to actively promote themselves. The document also advocates for staffing companies to shift their focus from internal processes to providing excellent personalized service experiences for candidates, using digital tools to gain insights into each professional. If staffing companies modernize their approach and prioritize candidate convenience through digitalization, the summary concludes, they will be able to better serve senior oil and gas professionals.
This document summarizes the key findings from the 9th annual survey on the digital workplace conducted by Jane McConnell. The survey gathered responses from 373 people from 280 organizations in 26 countries. It found that while digital workplace capabilities continue increasing, challenges related to organizational mindset have not improved over the last year. The document then examines three groups of organizations that reported 1) a strong, shared sense of organizational purpose, 2) openness to external influences, and 3) an enabled customer-facing workforce. For each group, it identifies correlations with other organizational characteristics and lower reported challenges. It concludes by providing recommendations for addressing common challenges.
The Digital Workplace - Redefining Productivity in the Information AgeElizabeth Lupfer
The document discusses the need for organizations to redefine how information work is done to increase productivity in the digital age. It notes that while information technology has advanced, work practices have not adapted and continue to rely on outdated industrial-era models. As a result, employees spend over an hour per day searching for information instead of being productive. The proposed solution is to create a "Digital Workplace" that integrates different work systems and is tailored to employees' specific roles and tasks. This could fundamentally change how work gets done and help organizations gain a competitive advantage through improved information work productivity.
This document provides an overview of digital skills training for educators. It discusses the differences between traditional and digital learning, highlighting benefits of digital learning like personalized learning, interactivity, access to updated materials and a global platform for student work. It emphasizes the need for teachers to develop digital skills to connect with students, enhance teaching, and develop personal brands online. The document then provides examples of digital tools teachers can use in the classroom, including for collaboration, communication, organization, and content creation. It stresses the importance of data security and privacy when using technology.
Mark Bolgiano and Gavin Clabaugh ruminate on the role of a successful CIO within nonprofit organizations. An informal presentation at the NTC, Seattle 2006.
From my archive - Gavin Clabaugh
Digital Workplace Trends and TransformationJane McConnell
(D.C. version) Get in touch if you'd like a download link. These are first results from the 2014 Digital Workplace survey. It is an enhanced presentation from the one delivered early November 2013 in Washington DC at KMWorld.
We presented our view point on how to hire and retain digital talent in this day and age. Essentially our point of view is - they don't need to be digital, just smart and have the drive to learn.
Developing Digital Leadership in Business and Digital Transformation & Change...Runway Digital
With globalisation, markets are pulling for faster delivery of new products and services. These business realities mean people become more productive and streamline their communications, processes, decision-making and introduce useful digital tools/software.
Individuals also wisely set up and refine their Twitter, Linkedin and other online information sources to connect with relevant peers and to recognise new business models, innovations, risks and opportunities.
As individuals, honing digital leadership skills and having a proactive mindset is increasingly important.
As businesses, developing digital leadership is key to Digital Transformation and Change Programs. It's also often a blindspot that isn’t being addressed.
Too often we hear examples of businesses that were ‘disrupted’ or not ready for market changes. Think: Kodak, Nokia. Read: uninformed business leaders and/or poor business decisions for the market. Thing is, these leaders assumed they were doing a good job at the time.
Ughhhh… don’t let that be people in your organisation.
Make sure they’re trained well, up-to-date, savvy with current market trends, tools and increasing their personal productivity.
The Digital Workplace in the Connected OganizationJane McConnell
Gave this presentation in a private briefing for a management team in a global company in Europe. It's about the digital workplace and how it's changing processes, practices and roles in organizations.
1) Traditionally, business aimed to efficiently organize work through specializing labor, but the interactive web has allowed markets to better self-organize faster than companies through networked conversations.
2) If markets are conversations, then the interactive web has enabled new forms of social organization and knowledge exchange through networked conversations, making markets smarter and better informed.
3) Embracing social media allows companies to influence customers through these conversations rather than solely exerting control, and those that do so most effectively will be most successful.
Knowledge work is broken - can social fix it?Oscar Berg
This document discusses how management can improve knowledge work productivity in the 21st century. It argues that existing systems are incompatible with today's business environment and knowledge work. To unlock productivity, organizations need to redesign digital work environments based on social principles like openness, transparency, participation and dialog to improve awareness and collaboration. Applying social mechanisms can change how work is done by making work more visible and connecting people.
Digital leadership and organizational transformation was the topic of discussion. The document outlined:
1) Three speakers who were digital leaders from different art institutions - Amy Heibel from LACMA, Nik Honeysett from Balboa Park Online Collaborative, and Douglas Hegley from Minneapolis Institute of Arts.
2) How technology is disruptive and can drive organizational change. Speakers discussed their experiences leading transformations at their institutions in response to digital disruptions.
3) The document called for participants to interrupt, debate, and create general mayhem during the discussion to have an engaging conversation around challenges of digital leadership and transformation.
Learning Objective: Discuss how emerging technology can assist organizations with finding the best business value and unlocking corporate influence
We hear a lot about the terms artificial intelligence and virtual reality, but does anyone really know what they do and how they are effective in the corporate environment? Over the next few years, artificial intelligence and virtual reality are going to revolutionize technology in every field and change the way we work across the globe. For example, AI and VR can be used in staff training for professionals, project management can use VR to show finished projects, and employees can be placed in real-world scenarios through immersive experiences. Our experts will take a cross-cut slice through the concept, from strategy to implementation, to unlock the mysteries behind AI and VR and illuminate how they can be used to increase insight into your business strategy. This seminar will help you understand the threats and opportunities at a strategic level to assess what your business could be doing to improve processes.
At the end of this seminar, participants will be able to:
1. Discuss what artificial intelligence and virtual reality are, and what the business benefits of implementing them in their corporate strategy are.
2. Explore the capabilities for leveraging AI to improve business acumen.
3. Examine factors that construct a foundation for building competitive opportunities and increasing stratagem.
Collaboration - Just idle Chatter or Business-critical Core Capability?Stephan Schillerwein
The document discusses collaboration and social collaboration tools. It begins with an introduction to the speaker, Stephan Schillerwein, and his background working on intranet and digital workplace projects. It then addresses some key points:
- Knowledge work is fundamentally different than other types of work and current organizations are not designed to support it effectively.
- Collaboration should be a core capability for organizations but management does not always support social collaboration tools.
- Choosing collaboration tools requires looking beyond basic functionality as collaboration needs vary between teams, communities, and organizations. No single tool can meet all needs.
- Intranets can play an important role in collaboration if designed to foster interactivity, share different content types, and
Optimising Digital Collaboration From the Inside OutMSL
Companies have come a long way using social media, collaborative tools and social networks to connect people, information and company assets in more effective ways. With many seeing significant improvements in operations, people satisfaction and bottom line results. Among the lessons learned is that it’s not just about technology. Determining digital collaboration’s role, how it will be used and how to incorporate it into company culture are what really matters.
Software Exec Summit Social Business Deck 72011pchandor
(1) Social business connects people within organizations and externally to drive collaboration, innovation and business results.
(2) Implementing social business solutions can provide measurable benefits including increased revenues through faster responses to market needs, reduced product development times through improved access to expertise, and lower communication costs.
(3) IBM has successfully transformed into a social business itself, realizing cost savings and productivity gains through the implementation of social collaboration tools for its 400,000 employees worldwide.
This document discusses how social software can provide business value by enabling knowledge sharing, collaboration, and networking within and outside organizations. It notes that social interactions drive business transactions and that social networking tools can help connect isolated knowledge workers and stop valuable corporate knowledge from being trapped in silos. Examples are provided of how a business social network was used by the BlackBerry Partners Fund to manage business plans and collaborations, and by Motorola to connect user groups. Metrics for measuring return on investment from social software are also outlined.
We had a very exciting online conference in Qube (Pentacle) this afternoon re "Remote Work" and all the associated topics. To summarize, Nobel Prize-winning economist Paul Romer observed that "a crisis is a terrible thing to waste." This is really true. Thanks to COVID we learned a lot together!
Big thank you to our host Prof. Eddie Obeng MBA PhD Fellow APM. Great Job Eddie :-)
Nigel Wright Recruitment is a specialist recruitment firm founded in the UK in 1988. They have offices across Europe and focus on recruiting for the consumer sector. While social media provides opportunities to engage stakeholders and find candidates, it also presents risks if used as the primary recruitment method due to issues around diversity, transparency, discrimination and lack of control over branding. Recruitment firms continue to add value through intimate knowledge of the candidate pool and conducting robust evaluation processes that go beyond online profiles.
Digital disruption is transforming companies across all sectors into digital businesses. This requires radical openness, transparency, collaboration, and informal and creative work cultures. The workplace must support these digital cultures by providing choice, flexibility, and spaces that encourage collaboration and accidental meetings. Characteristics of digital workplaces include activity-based environments, communal spaces, and opportunities to work in co-working spaces that support openness, inter-connectivity, and knowledge-sharing between companies and individuals across sectors.
Five key challenges for internal communicatorsPachi Lanzas
Here, we gather our findings after a series of interviews and daily collaboration with Internal Communicators from both large and small companies, as well as experts from Business Schools and Universities. Our goal is mapping the key focuses of our activity, our challenges, our opportunities.
This document discusses strategies for using social media and digital platforms to achieve business objectives. It outlines four main strategies: 1) Building brand reputation through engagement on platforms like Facebook and blogs. 2) Using mobile technologies like apps to reach customers. 3) Engaging businesses online through platforms like LinkedIn and forums. 4) Promoting open government and transparency through sharing data and information online. The document argues that these strategies can increase brand awareness, make connections, and take advantage of digital opportunities to help businesses outperform competitors.
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.
This document discusses Nestlé's efforts to transform its culture as part of its digital transformation journey. Some key points:
- Nestlé sees culture transformation as a critical prerequisite for digital transformation in large organizations.
- Initiatives like reverse mentoring senior leaders and Digital Acceleration Teams are helping make Nestlé more collaborative and less top-down.
- Managing tensions between hierarchy and collaboration is important - Nestlé's head balances being an "enabler vs gatekeeper".
- Nestlé aims to create a culture of sharing, flexibility, innovation and being externally focused on consumers.
- Driving collaboration across the large organization requires constantly encouraging sharing at all levels.
- Leveraging executives' experiences in Silicon Valley
The document discusses the concept of Web 2.0 and its implications for enterprises. It outlines some benefits of adopting participative and collaborative technologies like reducing ineffective email use, connecting distributed teams, improving communication, attracting and retaining talent, and facilitating innovation. It also provides examples of how to measure the impact of these technologies and recommends starting with people and objectives and then expanding use over time.
The document summarizes the key findings from IBM's 2010 Chief Human Resource Officer (CHRO) Study. The study interviewed over 700 HR leaders from 61 countries. It identified three main themes that were challenges for HR leaders: 1) Cultivating creative leaders, 2) Mobilizing for speed and flexibility, and 3) Capitalizing on collective intelligence. These challenges require HR leaders to facilitate development of energized leaders, provide a fast and adaptive workforce, and tap into institutional knowledge. The study helps IBM align its offerings to address the needs identified by HR executives.
The document discusses how social technologies are changing business in the new world of work. It notes that every individual is now a business, decision making is distributed and faster, and companies are becoming more open. It encourages companies to engage professionals on LinkedIn by establishing groups, targeting relevant audiences, and providing valuable content like whitepapers and polls.
Riding the next wave of PR and social media trends in 2019Lars Voedisch
Where and how to engage your audiences: From IGTV, TicToc and stories to Dark Social
How to connect with today’s audiences: Brand experiences and values
Why it’s all about touchpoints and personas
Speed update: 2019 social media and PR trends brands can’t afford to miss
Pas 1 ni 10, mais 26 vagues d'innovations technologiques qui sont en train de secouer l'économie, la société et l'humanité toute entière...
Découvrez cette analyse très complète de Brian Solis, l'analyste en chef de Altimeter Group.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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Virtual Leadership and the managing workIruniUshara1
Virtual leadership is a form of leadership in which teams are managed via a remote working environment.
Like traditional leadership roles, virtual leaders focus on motivating employees and helping teams accomplish their goals.
Virtual leadership focuses heavily on improving collaboration through communication, accountability, and transparency
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Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
2. Who am I?
Business Consultant at MexiPi Consultancy
@TinusMartinez, Amsterdam, Netherlands
Business Consultant Digital Media | Shuttling between
Amsterdam & The Hague | Online strategist | Close watcher
of social business/-enterprise developments
Profession: Business Consultant Digital Media | Experience:
Capgemini 2005-2010, MexiPi 2010-current | Education:
Business Administration | Gender: male
Business Consultant @ MexiPi Consultancy | Studied Business
Administration at De Haagse Hogeschool | Lives in
Amsterdam | In a relationship
3. What’s keeping CxO’s awake that
might be in your field of interest..?
Some facts...
4. Better answers, less time searching,
faster access to expertise
December 2010 MarketTools survey
5. Less email, shorter meetings, higher
productivity, more ideas.
December 2010 MarketTools survey
6. Some more facts
27% Reduction in duplicated tasks
Increase in employee connectedness 39%
25% Reduction in new hire ramp time
Increase in service feedback and ideas 34%
28% Decrease in support calls
Higher brand awareness 34%
December 2010 MarketTools survey
7. One of the
biggest
concerns of
CEO’s is the
availability of
talent
2011 ,14th annual global CEO survey, PwC
8. 66% report that
there’s a limited
supply of
candidates with the
right skills
2011 ,14th annual global CEO survey, PwC
9. 64% see the
shortage of talent
as the most serious
threat to their
companies
2011 ,14th annual global CEO survey, PwC
10.
11. Generation Y is everywhere
“Generation-Y”
employees bringing new
technologies and ways of
thinking in the companies
12. Generation Y is everywhere
Customers increasingly
expecting online &
mobile services and
experiences
13. The new now is here
10 Million
users in 2 weeks
2 Billion
searches for people in 2010
1st
Cloud based collaboration tool
...and it’s not just here for consumers
14. Social media can drive business improvements,
personal growth and professional development
Innovation
Knowledge People