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Curated hints on Digital Transformation, Enterprise 2.0, Enterprise Social Networks, Social Intranets, Social Collaboration, Knowledge Management, HR 2.0, ... and all the rest
Dr.-Ing. Carsten Rose – Effective: 31.12.2013

Archive 12/2013

Social Business Digest by caro - Archive 12/2013
The problem with effective collaboration: it makes people useless
30.12.2013
by Bertrand Duperrin - That's the paradox of collaboration: there are few ideas that are as praised and as difficult to implement, even by its more passionate advocates. A couple weeks ago a tweet generated some buzz on twitter. It said that the web was destroying jobs, backed with numbers: Kodak had 14.000 employees, Instagram 13. QED. That's a too easy shortcut. If Instagram embodies an evolution of the way people do things, an evolution Kodak has missed, the comparison ends there. But there's something true: a business that makes the most of the ...
 
Social Business and Social Media Marketing for Managers
30.12.2013
Social business and the use of social media and technologies for marketing both still have a long way to go, certainly regarding maturity, integration, processes and ROI. However, at the same time the speed of 'social' adoption and of the social/digital reality outpaces the speed of organizational adaptation. Managers need to start understanding social business and social media in general right now as they get behind in an era of digitization, consumerization and real-time connected business. Social media and technologies impact the way people inform ...
 
Making Serendipity Tactical: Is Randomness Part of Your Leadership Strategy?
30.12.2013
Have you ever met a person, come across an idea, or found a resource that was precisely what you needed at exactly that moment in time? These "happy accidents" bring us surprise and joy. But more than that, they are essential to moving us forward as leaders and learners. Serendipity powers the social web. Tools and technologies are being created every day to increase our chances of "bumping into" something or someone we aren't expecting, but greatly need. I have built a network of fascinating and generous people online. These "random collisions with ...
 
Unternehmen auf dem Enterprise-2.0-Weg
30.12.2013
Bei dem Begriff Social Media denken die meisten an Vernetzung, an das Teilen von Bildern oder Videos, an Verbreitung. Selbst wenn man beruflich Social Media Plattformen nutzt, geschieht das häufig mit einer "externen Zielsetzung", d.h. man versucht Externen einen Blick nach "Innen" zu gewähren. Der "interne" Einsatz von Social Media Tools in Unternehmen, wie beispielsweise der Einsatz von Micro-Blogging oder Wikis in den Unternehmen birgt jedoch ungeahntes Potential. Wer hätte noch vor einigen Jahren gedacht, dass Social Media auch für Unternehmen interessant ...
 
Paradox of Organizational Change
30.12.2013
The following statements are often heard from those giving advice to those leading organizational change initiatives: "The first requirement is to have top management on board." "Top management buy-in is essential for change to occur." "Significant change will only occur if led from the top." "The CEO determines the organizational values." On the other hand, the following statements are heard just as often from those involved in the change effort: "The CEO change proclamation is only seen as a passing fad that they can wait out." "The rank and file ...
 
Why blogging still matters in business - and always will
30.12.2013
by Euan Semple - It's not about marketing, or SEO, or "going viral". It is not about internal "enterprise social" or external "social media" It is not even about the platforms or tools on which you choose to write. It is much simpler and much more powerful. It is about developing our awareness, our communication skills, and our collective intelligence. It is about thinking harder and writing better. Blogging is a means by which to rediscover your voice, to learn to share your thoughts with others, and by doing so to help us all get smarter faster. ...
 
Beneath the chatter about the Future Of Work lies a discontinuity
30.12.2013
by Stowe Boyd - I have read at least ten articles and posts about the now-conventional notions about the future of work over the past few weeks. Perhaps this is because there is little breaking technology news in these vacation weeks, and the likewise conventional thinking that dominates year-endism, although in fact projections about what is coming over the horizon are appropriate at any point, really. But like New Year's Eve, people want to pretend there is a point at which it's time to say good-bye to the old and to start with the new. Instead of ...
 
The Changing Role of Internal Communication
27.12.2013
I've recently completed my Masters Course in Information Systems Management at WBS, with my dissertation focused on the role of Enterprise Community Management in achieving value from social and collaborative technology. One of the main insights I gained from my research was the way in which these technologies impact on both the process of internal communication and the role of internal communicators. These tools are built to bypass traditional hierarchies and allow everyone in an organisation to express their opinions and share their thoughts with ...
 
Counter-acting the Stockholm Syndrome
27.12.2013
Stockholm Syndrome is a psychological phenomenon in which hostages display empathy and sympathy for their captors, often developing positive feelings towards them and defending them. I'm often fascinated by how people, when they walk through the door of their workplaces, adopt behaviours akin to the symptoms of Stockholm Syndrome. Despite knowing in our hearts and in our guts that much of how workplaces operate is nonsensical and even anti-human, we maintain the charade that it's the best way of doing things. As Alan Moore points out in No Straight ...
 
Brauchen Sie ab 2014 einen Chief Digital Transformation Officer? (I)
27.12.2013
Je stärker wir in das digitale Zeitalter kommen, umso deutlicher werden Unternehmen erkennen, dass Kommunikationsverantwortung dezentralisiert werden muss. Ein großer Fehler wäre jedoch, den dafür notwendigen Veränderungsprozess in die Linie zu delegieren oder gar ein Team zusammenzukaufen, dem man sagt: "Jetzt macht mal, aber bitte involviert mich nicht." Unternehmen sollten sich vor allem zu Beginn eines Digital Transformation-Projekts stärker damit auseinandersetzen, wie Inhalte überhaupt entwickelt werden, welche Bereiche zu beteiligen sind, wie ...
 
Brauchen Sie ab 2014 einen Chief Digital Transformation Officer? (II)
27.12.2013
Heute führen wir unseren Blogpost vom 23. Dezember weiter, Teil 2 von Brauchen Sie ab 2014 einen Chief Digital Transformation Officer? Integration in die Geschäftsprozesse hilft Messbarkeit und Relevanz zu dokumentieren Kultureller Wandel ist notwendig, sonst entstehen kommunikative Insellösungen Der Impuls zum Wandel: Neue Chancen sehen und die Lust am Gewinnen wecken! [...] ...
 
Network performance is the single most important characteristic of successful employees
23.12.2013
by Stowe Boyd - It's getting close to year's end, and I am getting a bunch of deferred reading done. One piece that I have had cached since the summer finally made it to the top of my Readability stack. One factoid jumped out of this article by Matt Charlet: The ability to do our work better based on the input of others, and to make others' work better based on our contribution, is increasingly seen as the single most important characteristic of successful employees. Ten years ago, 78% of an employee's impact on functional or business unit performance ...
 
Enable Global Collaboration with an Enterprise Social Network
23.12.2013
I had the fortune to work with a large global organisation recently that has multiple sites, thousands of staff, and a huge R&D team. Although the organisation itself has an impressive suite of end-user computing technologies aggregated into a single portfolio and delivered to the end user, the one element that's missing is an effective communication platform to help avoid duplicated effort. I advised my client how the implementation of an effective enterprise social network (ESN) would pay dividends for them. [...] When an enterprise "goes social" ...
 
Social Business and Enterprise 2.0 perspectives for 2014. Hint : it's not about adoption and poorly digital
23.12.2013
by Bertrand Duperrin - After a somber assessment of the current situation, here come not the annual predictions that seldom become reality and are more like prophecies we expect to be self-fulfilling, but perspectives for next year. They have nothing unescapable but one thing is sure: that's the way many businesses are following and it's sure that it will keep them ahead. What is the assessment they made? 1°) the more or less voluntary adoption of social technologies for cross-silos exchanges, above the flow of work is, of course beneficial. But if ...
 
Erfolgsfaktor Netzwerk: Vom nötigen Wandel der Unternehmen
20.12.2013
von Gunnar Sohn - Dienstleistung ist ein Schlagwort der neuen Arbeitswelt, das andere heißt Netzwerkbildung und das schon seit Jahrzehnten: "Was mit der ersten industriellen Revolution und der Erfindung der Eisenbahn begann, hat alle Grenzen gesprengt. Die Mobilität hat sich bis in ihr Extrem gesteigert: Dank PC und Internet kann der Mensch jeden Ort der Welt erreichen, ohne sich selbst zu bewegen." Das schrieb das Magazin Spiegel 1999. Längst war der Einstieg in die digitale Ökonomie vollzogen. "Schon heute basiert ein großer Teil der Wertschöpfung ...
 
The Defining Elements of a Winning Culture
20.12.2013
A company's culture can have a powerful impact on its performance. Culture is the glue that binds an organization together and it's the hardest thing for competitors to copy. As a result, it can be a lasting source of competitive advantage. Take these examples: Kent Thiry builds a values-focused culture at DaVita and transforms the company from a laggard to the world's leading provider of kidney dialysis services Alan Mulally creates a "working-together" spirit at Ford Motor Company that focuses and re-energizes the automaker, reversing a decades-long ...
 
Is Middle Management the main obstacle to innovation in large co?
20.12.2013
Within KPN we tried on a very small scale to launch rapid innovation, but we didn't get everything right. Organisation & process First of all a Strategy & Innovation department had to be established. Focus of the department was: coming up with new services & solutions for KPN. There were a couple of teams within this department, amongst others the User Experience team, whose I was part of. Within this team we strove to build prototypes of solutions that customers really wanted. The process would be as follows, and ideally would take less ...
 
12 Behaviors of a Transformational Leader
20.12.2013
We are in a new age where talent management requires new leadership. I suggest that we analyze the characteristics of the new transformational leader from six leadership styles that include different levels of performance from emotional self-management to the management of internal and external communities. Style 1: Emotional Manager (central axis) Behavior 1: Recognize the motives and intention strengthening the trust between individuals with objectives on the team Behavior 2: Create a trusting emotional environment that appropriately fosters apprenticeship ...
 
Einstein brings knowledge to Lafarge
20.12.2013
Lafarge, the world's largest cement manufacturer, is using a knowledge management platform to spread the company's best practices to 40,000 employees across 63 countries. The seeds of today's Einstein, were first planted in 2002. Knowledge Manager, Jean-Luc Abelin (pictured right), describes the journey of an organisation that entirely transformed the way colleagues share and use knowledge to improve their performance. Dynamic knowledge sharing Delivering the platform Givers and Takers The lure of treasure Einstein for knowledge management, ...
 
Das Social Business Jahr 2013 - und die Agenda für 2014
20.12.2013
von Tim Miksa - Wo stehen Unternehmen beim Thema Social Business? Wie kann die Akzeptanz von Social Lösungen bei Mitarbeitern und Führungskräften gesteigert werden? Wie wird Social im Jahr 2014 strategisch? Antworten hierauf im aktuellen Blogpost von Tim Mik?a, CEO der Strategieberatung netmedia. "Social ist dabei erwachsen zu werden, aber noch nicht aus dem Gröbsten raus." So könnte man rückblickend das Social Business Jahr 2013 zusammenfassen. Natürlich: Es gibt eine Reihe von Unternehmen mit guten Social Intranet oder Social Collaboration Initiativen. ...
 
Don't reduce the intangible economy to the digital economy. Thanks.
20.12.2013
by Bertrand Duperrin - I've already written about the new GDP calculation method that will soon be at work in the US. Regarding to what I've read here and there it seems that some clarification is needed to prevent mistakes. If, in my post, I mentioned the impact this new calculation method for intangible assets can have on the developement of the Digital Economy and, beyond, on digitizing the "old" economy, if McKinsey also wrote something similar, we must avoid some easy shortcuts that lies on the assumption that "developing intangible assets = developing ...
 
What Happens When People Can Interact Online
19.12.2013
For the previous two summers, I've attended a 4-week Lithuanian language course in Vilnius. Last year, it was tough, lonely, and not much fun. This year, I created a Facebook group for the 80 of us on the course. I invited everyone to join the group, initiated a few simple discussions ('why are you learning lithuanian?') and watched what happened. Within a week, the group became an invaluable resource for to plan meet-ups, help each other with home-work, identify fun things to do in the city, and keep the social connections going. A simple ...
 
Is there a place for personal groups in a business social platform?
19.12.2013
One of the most hotly debated issues around deploying social collaboration technologies inside an organisation is the question of whether to allow the creation of personal groups alongside business-focused groups. For many senior execs, this issue represents their greatest fear from allowing social collaboration into their organisation - that it is effectively encouraging the same time-wasting behaviour from staff during working hours as they spend in their own time on public social networking sites like Facebook or Twitter. How can this possibly be ...
 
Fanning the fire: using evangelists to fuel your adoption strategy
19.12.2013
I've blogged before about the need to take a structured, organised approach to driving adoption of social collaboration technologies and practices, rather than relying on a viral adoption strategy (see If you build it, will they really come?). In this post, I want to highlight one of the most effective tools in driving adoption based on my conversations with early adopters of these technologies - the evangelist network. Getting people to change their behaviour is hard; we take the path of least resistance, and unless we see undisputable reasons to veer ...
 
Drivers of Enterprise Social Network Adoption
19.12.2013
According to a study done by the Sand Hill Group and Neochange, the most critical factor for software success and return-on-investment is effective user adoption. The groups conducted a survey in 2009 which incorporated the views and opinions of 353 IT buyers and software executives. Of that group over 70% listed user adoption as the most important factor for a software's success. Software functionality came in at 16% surprisingly, with organization change at 7% and process alignment at 6%. This is a remarkable result. In general, an organization cannot ...
 
Are Employee Social Collaboration Initiatives Missing the Mark?
19.12.2013
Gartner recently claimed that while 70 percent of organizations are implementing employee social collaboration initiatives, a staggering 90 percent of them failed to deliver any business value. But is this really true? Avanade recently published a study that said 98 percent of employees using social collaboration find some benefit from it - including being able to collaborate more easily (55 percent), find information quicker (62 percent), and generate ideas in a collaborative way (47 percent). From an enterprise perspective, Avanade's research shows ...
 
Corporate social networking takes advantage of captive audience
19.12.2013
From taste tests on a new burger to making the sprawling arms of the European Commission work together, organisations are using internal social networks to boost productivity, flatten management structures and monitor who makes the real decisions. San Francisco-based companies such as Yammer, acquired by Microsoft for $1.2bn last year, and Jive, as well as Salesforce.com's Chatter service, are connecting up employees around the world while allowing managers to watch who is talking to whom and what the conversations are about. The McKinsey Global Institute ...
 
Why Creating a Knowledge Culture is Essential for Organizational Survival
18.12.2013
The retirement of the Boomers is going to be a challenge for organizations. Who's going to take up the reins after they're gone? How can we hold on to their valuable knowledge and skills? Will we be ready to transfer this expertise? And really, even when we're not facing a wave of retirements, knowledge transfer should be an integral part of an organization's culture -- not just when someone is leaving, but throughout their careers. Organizations who want to get ahead should focus on capturing not only Boomer knowledge, but that of their whole organization. ...
 
Why organizations benefit from social business - and why some of them fear it
18.12.2013
Leaving internal e-mailing behind, and exchanging it with a social collaboration initiatives, leads to a greater good for the whole organization - but also to an inevitable change in your company culture. Most organizations benefit greatly, but many also fear the tranformation. Two new studies explain why. Just as the business world adapted to online commerce, also known as ebusiness, in the beginning of the new millennium - it will adapt to the growing need of creating a smarter and more productive workforce through social collaboration. A workforce ...
 
Should the intranet team manage the digital workplace?
18.12.2013
Successful intranet teams have the unique set of skills needed to manage emerging digital workplace programs. Chris Tubb explains exactly why. "Ah Intranet team, thanks for coming up here" says the bigwig. "No problem CEO", you say confidently. The head honcho continues, "I've been thinking about all the digital tools that we use in the company, and let's face it - it's all a bit messy. Can you help?" It's a fantasy for sure, but what would you do? Would your mouth go dry and your palms sweat? Would you burble something incomprehensible while looking ...
 
A contract for the social enterprise
18.12.2013
Readers who have longed to read the words of 17th-century English philosopher Thomas Hobbes in the pages of Business Information, this is your opportunity. In this issue, IT analyst and columnist Joshua Greenbaum cites Hobbes in his discussion of "social collaboration," or using social networking technology to share information and work together. Not that Hobbes ever considered the notion of AIM, Twitter or the like, but he did discuss the way people use social tools and collaborate. Sort of. Greenbaum echoes Hobbes, arguing "that ruthless competition, ...
 
Positive Psychology, Enterprise Social Networks and Happiness at Work
18.12.2013
A generation back, the concept of happiness at work was alien. People went to work to work and make a living. Today, the workforce seeks to be happy, engaged, productive and do meaningful work at their workplace. Research proves that, as individuals, our happiness levels depend not on our genetic makeup, or the external realities of our life, but majorly on our thoughts and our thought process. An interesting TED Talk drives home the same point here. Noted below are some of the key points highlighted through the talk: The human brain in a positive state ...
 
Can Social Be Top-Down?
18.12.2013
by Celiné Schillinger - Adoption is the pain point of social enterprise. While adoption rates linger at staggering low levels, critical success factors are endlessly identified, dissected and commented. Among those is the "top management support", often seen as the key to success. But is it really? Is it true that, to succeed, social initiatives must have a high level champion, possibly the CEO? Can a company become social if it hasn't got its Michael Dell, a Chief Social Officer, or at least highly convinced top executives? Exemplified success stories ...
 
How One Company Replaced Meetings and Bureaucracy With Pairs, Ceremonies, and Storytelling
18.12.2013
"This year we're at 330 tours," says Rich Sheridan, the founder of Menlo Innovations in Ann Arbor, Michigan. He's not humblebragging, he's bemused-as Menlo has become a case study in progressive offices. But are heavyhitters from Toyota, General Motors, Ford, McKinsey, and American Express coming to visit their office and learn their secrets? At Menlo, the open office isn't focus-crippling or idea-stifling. Instead, as the title of Sheridan's new book on office culture, Joy Inc. suggests, it's a lot of fun. "Visitors hear about this ...
 
The Problem with Productivity and Teamwork
18.12.2013
The majority of people getting sh!t done on a daily basis rely on others to pitch in. Tackling projects with a team almost always has a better outcome, because as my mother always said, two heads are better than one. But having more than one head doesn't only mean more ideas, it also makes the difference when it comes to being productive. The only problem is getting both heads on the same page and headed in the right direction (sorry for the pun). The answer is easy enough, but what exactly is the problem? How will understanding teamwork make me productive? ...
 
Engaged for work
18.12.2013
by Harold Jarche - There is a real change in how work is getting done today. It's not just factory workers but many professionals whose work will be automated by software and robots. Procedural work will keep getting outsourced to the lowest cost of labour. The industrial world deskilled work to its component parts, and today these parts continue to get automated or crowd-sourced. Traditional jobs will not come back. So how will anyone be able to make a living? Get creative. Creative work cannot be automated. "Focus on the human factor," says futurist ...
 
From Happiness to Crisis and Back: Two Secret Benefits of an Enterprise Social Network
17.12.2013
In today's fast-moving, ever-changing world, a typical company can exist with a calm routine in one moment and then suddenly propel its entire workforce into a tornado-like schizophrenia, sucking employees into a vortex of calamity until the storm passes. Dickens didn't realize that, back in 1859, he would be accurately describing our modern workplace, with its nearly simultaneous ups and downs, parallel hopes and fears, where the best and worst of times dance delicately across from each other, one threatening to lunge across and overtake the other ...
 
4 Schlüsselfaktoren für erfolgreiches Teamworking innerhalb eines sozialen Unternehmensnetzwerk
17.12.2013
Einer der wichtigsten Vorteile von sozialen Unternehmensnetzwerken ist, dass Sie die Zusammenarbeit dynamisieren. Aufgrund der relativ neue Technologie entdecken Unternehmen die Impulse für Teamwork und deren Möglichkeiten neu. Im Folgenden finden Sie vier Schlüsselfaktoren, die für die Zusammenarbeit in einem sozialen Unternehmensnetzwerk ausschlaggebend sind: Gruppenbildung und Organisation Verwenden Sie klare und kurze Botschaften Dateien und Dokumente gemeinschaftlich speichern Kommunikation zeichnet Sie als aktives Mitglied aus [...] ...
 
Digitale Transformation
17.12.2013
Wenn wir eines nicht mehr leugnen oder umgehen können, dann ist es die digitale Transformation. Die Wirtschaft wird immer digitaler, die Kunden sind always online und gut vernetzt. Wer nicht mitzieht, ist schnell weg vom Fenster. Für viele Unternehmen kommt dieser Wandel scheinbar überraschend bzw. wird gar nicht richtig ernst genommen. Das Unternehmen läuft doch, warum etwas ändern? Ja, es läuft noch! Aber nächstes Jahr kann das schon ganz anders aussehen. Deshalb müssen sich Unternehmen frühzeitig auf den Wandel einstellen und die neuen Herausforderungen ...
 
Führung in die Digitale Transformation
17.12.2013
Im letzten Beitrag ging es um die digitale Transformation. In diesem Beitrag möchte ich verdeutlichen, wie wichtig das Umdenken der Führungskräfte eines Unternehmens ist, damit Ihre Firma die Tranformation erfolgreich durchlaufen kann. Wirklich notwendig? Viele Führungskräfte sehen die Notwendigkeit eines Wandels nicht. Noch läuft Ihre Firma und zeigt keine Probleme auf dem aktuellen technischen Stand. Also warum umrüsten? Ein gravierender Fehler. Denn wenn wir uns nur für einen Moment bewusst umsehen, dann ist die digitale Transformation nicht zu übersehen ...
 
Social Business platform: evaluation checklist
17.12.2013
Business is on a change mode. We are in a Social Economy today and the Hobson's choice for Enterprises is to Evolve or to Extinct.Social Business could be a change engine and could directly contribute into the top and bottom-line of any organization. According to Mckinsey, USD 1.3 trillion of annual value could be unlocked using social business. It could radically improve strategic alignment, innovation & productivity in any enterprise. It could enhance collaboration, communications & knowledge sharing, align Employees to organization culture, ...
 
Choose Your Politics
17.12.2013
by Simon Terry - Embrace politics. It is human behaviour. Change the way politics operates to reinforce purpose. CEOs are often tempted to announce that they want a 'politics free' organisation. The only consequence of this announcement is that politics becomes undiscussable in the organisation. It never goes away. Politics is the way that 3 or more people coordinate themselves to make decisions. Politics is a critical part of human group behaviour. Politics is not bad. It is essential, efficient and effective. In fact the right political behaviours, ...
 
The Connected Workforce
17.12.2013
Making Your Digital Transformation Work Where will you be five years from now? What great successes will your company achieve in the coming years? There will be a lot of pressure on organizations, from changing demographics, a changing economy and very competitive market circumstances. Whatever the future may hold, one thing is certain: the digital element will play an important role. It will be an integral part of how you operate, innovate, collaborate and communicate. But are you truly using technology in the best possible way to change the way things ...
 
The Key to Employee Happiness: Total Autonomy & Accountability
16.12.2013
Managers often grapple with what's the best way to motivate employees and make them happier. While some provide unlimited vacation days and others offer perks such as gourmet meals and massages, intangible rewards make for happier, more productive employees, according to Jody Thompson, co-founder of consulting group CultureRX. Thompson, who spoke with Cornerstone OnDemand's Charles Coy, explains why a Results-Only Work Environment (ROWE), where employees are 100 percent autonomous and accountable for their work, is a must for all companies in the future. ...
 
9 things your intranet must do in 2014
16.12.2013
People often ask us what is coming in 2014 and we share with them some of the exciting features that we will be releasing in each of our 3 major product updates. But how do we decide what to update in our product? I have listed 9 things that I feel a company intranet must do in 2014 and what we already do at Interact to enable these. Help get work done NOW Focus on user needs Focus on your business objectives Stop talking about BYOD and year of the mobile Work at speed Embrace enterprise social networking where appropriate Allow people to self serve ...
 
A Manifesto For A Third Way of Work
16.12.2013
Whatever else we may think about the conduct of business today, two points should remain foremost in our minds: Business leaders are hoping for an additional round of productivity improvements to remain competitive in an accelerating economy, but they are uncertain how this will be achieved, given rising uncertainty, ambiguity, complexity, and volatility. It seems clear that automation -- Watson-level AI and autonomous robots -- may account for some of that, but something unknown needs to be added. The machines alone cannot do it. Employee engagement ...
 
The Future Of Content Curation Tools - Part I
16.12.2013
Content curation tools are in their infancy. Nonetheless you see so many of them around, there are more new curation tools coming your way soon, with lots of new features and options. Existing content curation services will in fact need to start rolling up their sleeves as the next wave of offerings will significantly go well beyond what is possible with present day tools. [...] Enormous progress has been made since the early days of the first news curation tools to what is available today, but yet, I feel we have only barely scratched the surface. ...
 
Will "Change Management" become extinct? The evolution of Change Management. Post 3 of 3
16.12.2013
In the last two posts, Jennifer Frahm and I considered the costs of the old "change the people or change the people" mindset, and then we looked at the environment of continuous chaos and thought leadership in developing nimble organizations. This begs the question, "If we ever move in the direction of nimble organizations, will Change Management, as we know it today, become extinct? Is this radical? Are any organizations really thinking about becoming nimble? It seems to us that many are. We see an increase in the reference to "People" and "Culture" ...
 
Private Social Networks: Every Organization Needs Them
16.12.2013
Summary: This post highlights the risks associated with public social media platforms and describes how private social networks (aka private digital networks) can reduce those risks while also enhancing communication and collaboration among organizational stakeholders. It counters the main points of resistance offered by organizational leaders and articulates the importance of being prepared to establish a social/digital presence across the privacy spectrum. Public social media platforms like Facebook, Twitter, YouTube and LinkedIn can help organizations ...
 
Why The CEO Thinking "Facebook" Fails The Enterprise And Its Employees
16.12.2013
Facebook has copped a bit of a bad rap as being not suitable for an Enterprise Social Network but it's really an innocent victim. We've even said ourselves that while the CEO might say "I want an internal Facebook" they don't really mean Facebook, and we've also said that thinking and behaving like you are installing Facebook when installing an Enterprise Social Network (ESN) is an almost certain predictor of failure. We've seen some major users of internal community platforms take a naive swing to using public social networks ...
 
Internes Networking als Führungsstil: Wer nicht netzwerkt, verliert
13.12.2013
Die IT kann von internen Netzwerken der Kollegen profitieren. Führung ist heute ohne Networking nicht mehr möglich. Jeder CIO hat sein berufliches Netzwerk von CIO-Kollegen, mit dem er sich austauscht, komplexe Change-Prozesse bespricht und die Trends in der IT-Branche diskutiert. Nicht nur außerhalb einer Firma ist Networking wichtig, auch innerhalb eines Unternehmens sollte sich ein IT-Entscheider vernetzen. Networking ist die neue Art der Führung. Wie so etwas im Alltag aussehen kann, berichtet etwa Gabriele Welt, CIO des Pharmakonzerns Sanofi Europe. ...
 
What context means in social collaboration
13.12.2013
by Bertrand Duperrin - We it comes to social technologies adoption by end users, context is often mentioned as essential. It's now recognized as a pillar that gives meaning to technology and makes it seamless for users to use it to get things done. That's said, everybody talks about context but - and we can see it at businesses every day" - the reality behind is often very vague. Any one can have his own understanding regarding to his matters and job but here's a quick sum-up based on my experience, on cases where context (or lack of) has been a lever ...
 
Experton Vendor Benchmark 2014: IBM regiert den Social-Business-Markt
13.12.2013
Der erstmals veröffentlichte "Social Business Vendor Benchmark" der Experton Group schätzt die größten Anbieter der IT-Branche - IBM, Microsoft, SAP und Oracle - auch als wichtigste und am breitesten aufgestellte Player im Bereich Social Enterprise ein. In neun Kategorien bewerteten die Experton-Berater um Studienleiter Heiko Henkes die derzeit auf dem deutschen Markt verfügbaren Social-Enterprise-Produkte - von Networking Suites über Filesharing- und CRM-Lösungen bis hin zu Tools für Talent Management und Social Analytics. Vor wenigen Wochen hatte ...
 
IDC's Social Business Taxonomy, 2013
13.12.2013
Businesses are under increasing pressure to find new ways of operating to meet changing user expectations and leverage available data and information for competitive advantage. As the impact of social workflow penetrates through organizations, it will become inextricably linked to where end users are getting work done and where business decisions are made. Enabling this social workflow doesn't mean a set of new applications but enhanced social capabilities that allow an organization to evaluate market factors, social outcomes, and social outputs ...
 
Social Collaboration Framework (Teil 1)
12.12.2013
von Frank Hamm - Die Welt ist im Wandel und fordert die Unternehmen heraus. Mit dem Social Collaboration Framework begegnen Sie den Herausforderungen. Das Framework hilft Ihnen bei Planung und Einführung von Social Collaboration und unterstützt Sie bei der Berücksichtigung von Themen und Beteiligten. In zwei Artikeln führe ich Sie ein in die Grundlagen, die Bausteine und das Vorgehen zur Einführung von Social Collaboration. Die verändernde Welt stellt neue Anforderungen an die Arbeitswelt hin zu flexibleren Strukturen, zu mehr Projektarbeit und zu Arbeit ...
 
How "Digital Rewards" Can Help Build Employee Buy-In
12.12.2013
[...] We all remember what it was like going to the dentist as kids. For most of us, it wasn't exactly our favorite experience, and we all did what you could to resist every step of the way. We knew, or at least we were told, that going to the dentist would provide us with lasting benefits. But as it often goes with the strange and unfamiliar, our fear outweighed any other consideration. We weren't budging, at least not without a little incentive. In our research for our book, The Social Employee: How Great Companies Make Social Media Work (McGraw-Hill, ...
 
Why Enterprise Social Networks Fail
12.12.2013
Internal social networks like Yammer and Jive are rising in popularity. In some organizations they are replacing intranets and email. A less known fact is that in most companies enterprise social networks fail to take root. One key reason for this is lack of support from senior management. Without their support old practices that hinder the social revolution will be too hard to change. Staff will end up sitting on the fence about the new tool. It's not enough that someone in internal communications says that this is the tool to use. If you want to convince ...
 
A Race Against Time
12.12.2013
n years past, companies had abundant resources at their disposal. In fact, everyone seemed to have time and money to burn. Times have changed. WOW, have they changed. The emphasis on speed permeates every aspect of the world we live in. In fact, in many cases, time has become more than a scarce resource; it has become a competitive weapon. Although you cannot increase time, it can be better and more effectively utilized. Today, when the efficient use of time often determines success, we must examine how organizations are run, rethink management practices, ...
 
The Business Case for Collaboration
11.12.2013
In this blog post I wanted to explore the business case for collaboration, and the circumstances that have changed over the last 3-4 decades which make collaboration such an important vehicle for driving value for organizations. I will reference several sources for this article and welcome any comments. My goal is to explain concepts clearly so you can have better conversations within your organization. What has changed? Speed and Complexity of Business Speed of Business (Pace of Change) The Evolution of How Companies Generate Value Understanding Intangible ...
 
The Enterprise Collaboration Tipping Point
11.12.2013
by Oscar Berg - 2014 will be the year when true enterprise collaboration takes off in large and midsize corporations. To make it happen, companies will need to adopt a new approach when implementing technologies for information workers, focusing on simplifying the digital work environment for their employees and other contributors, and creating virtual proximity. Enterprise Collaboration Is No Longer an Option The Concept of the Digital Workplace Gains Traction Virtual Collaboration Will Soon Become the Norm [...] ...
 
Ratgeber Enterprise 2.0: Social Collaboration professionell nutzen
11.12.2013
Der richtige Umgang mit Social-Software vor und nach der Einführung stellt Unternehmen oft vor Probleme. Drei Experten machen klar, warum Social Collaboration nicht als reines IT-Projekt verstanden werden darf. Das Arbeiten nach den Prinzipien des sozialen Netzwerkens gerät zunehmend in Mode. Unternehmen betiteln sich dann gerne als "Enterprise 2.0" oder "Social Company". Wer den Weg in Richtung Social Business nur technisch beschreitet, kann aber schnell in der Sackgasse landen. Drei Experten treten den Beweis an, dass Social Collaboration mehr als ...
 
Some Things You Might Not Know About Internal Communication
11.12.2013
The essence of internal communication is very simple. We are all, or have been at some point, workers and we know to value a professional environment, even if we do not enjoy that environment: A good place to work. Thinking of happiness may be excessive, but at least it does not detract Where the liberty and initiative of each employee is favored In which team spirit and sense of belonging to a common project is fostered Where achievements can take place (and failures experienced) as something collective Have fairness in the deal: reward good conduct ...
 
Was zeichnet einen Social Business/E 2.0 Community Manager aus?
11.12.2013
In einem kurzen Brainstorming haben wir einige Begriffe auf das Papier bekommen, was einen guten CM auszeichnet. Grundsätzlich ist ein CM ein offener Mensch, dessen Aufgabe es ist, andere bei ihrer Arbeit zu unterstützen. verankert vernetzt weitsichtig Online & Offline Technik integriert offen begeisternd Geduld Zuhörer Methoden Gestalter Storyteller [...] ...
 
Online-Umfrage zeigt Chancen und Risiken: Logistiker vernachlässigen Social Media
11.12.2013
Logistikverantwortliche sehen laut Umfrage Handlungsbedarf beim Einsatz von sozialen Medien in ihren Unternehmen. Denn Social Media wird bisher vor allem für unterstützende Maßnahmen in Vertrieb, Marketing und PR sowie bei der Rekrutierung von neuen Mitarbeitern verwendet. Für logistische Prozesse, zum Beispiel im Handel, bleibt das Potential von Social Networks hingegen ungenutzt. Zu diesen Erkenntnissen kommt die aktuelle Online-Umfrage "Social Media in der Logistik - Chancen, Risiken, Potentiale" des Aachener Softwareanbieters Inform. 102 Arbeitnehmer ...
 
Social Business and Enterprise 2.0 in 2013: the sense deadlock
10.12.2013
by Bertrand Duperrin - December is usually the time of predictions. Not the best word for what is often prophecies we hope to be self self-fulfilling but that's the way it is. But before I share my dreams and expectations for 2014, I think a quick reality-check is needed, based on my observations but also on comments and feedbacks I got from the trenches. Social business often relies on wrong beliefs Sense off the face of the earth Lack of adoption is not a problem We got it wrong: it's not an employee matter but a business one A vague concept and futile ...
 
Building The Case For Social Business: Part I - Appeal To The Mind
10.12.2013
If you're on this blog, you're probably a believer in the idea of Social Business. You probably have some knowledge on the subject. You have probably even read a book or two (maybe more). Chances are also pretty good that at least some of you reading this are NOT the decision maker for whether or not your company proceeds down the path toward becoming a Social Business. But just because you believe in the extraordinary opportunities that social tools and processes can provide a company, doesn't mean that you know how to get buy-in. Today, I'm going ...
 
Why Intuit Founder Scott Cook Wants You To Stop Listening To Your Boss
10.12.2013
Why do gigantic companies made up of insanely intelligent people make bad decisions? Because they rely on persuasion and PowerPoint, Cook says, not experimentation. One thing that's surprising about Scott Cook, the founder of Intuit, is that this intensely smart guy who's become one of the most successful entrepreneurs in history doesn't think you should listen to his ideas. He wants you to run experiments. When he was in New York recently, he told Fast Company why. The interview below has been condensed and edited. The Quandary The insight ...
 
The One Question that Can Make or Break a Community Manager
10.12.2013
Hiring a Community Manager is tough. Usually, there are a lot of tradeoffs when considering different candidates. I hear a lot of questions asked consistently of these people. Questions like... Can they build our community strategy? Do they have experience in our specific industry/interest group? Can they be remote? Should they manage social media as well? What characteristics should they have? What skills should they have? These are all good questions to ask. We've covered some of them here. Some of them may or may not be relevant as it depends on ...
 
Hierarchien sind Trivialisierungsstrukturen
10.12.2013
Die Aussage im Titel ist auf dem ersten Blick wahrscheinlich sehr negativ besetzt. Diese negative Besetzung ist aber kontextabhängig. Auf der einen Seite braucht ein Unternehmen eine strenge hierarchische Aufstellung, um Geld zu verdienen. Auf der anderen Seite ist genau diese strenge hierarchische Struktur hinderlich, wenn es darum geht, die Basis für das Geldverdienen überhaupt erst zu schaffen. Aber der Reihe nach. Wenn ich in diesem Post die hierarchische Organisationsform anführe und diese in bestimmten Situationen in Unternehmen als nicht anwendbar ...
 
Five Types of People Who Kill Innovation
10.12.2013
Who are the people that kill innovation in corporate organizations? Here is my take on five types. Let me know what you think and what you can you add. Executives, who do not get innovation Incompetent innovation directors Informal leaders Key people, who miss the bigger picture [...] YOU: You kill innovation when you stop challenging the status quo, when you stop believing and when you stop pushing the limit. It only takes a few people with the wrong mindset in the "right" places to kill innovation. Don't be one of them. ...
 
The business case for diversity: powerful new evidence
10.12.2013
Most managers accept that employers benefit from a diverse workforce, but the notion had been hard to prove or quantify - until the arrival of new US research. The research provides compelling evidence that diversity unlocks innovation and drives market growth - a finding that should intensify efforts to ensure that executive ranks both embody and embrace the power of differences. In this research, which rests on a nationally representative survey of 1,800 professionals, 40 case studies and numerous focus groups and interviews, we scrutinised two kinds ...
 
Organisation: Macht jeden zum Chef!
10.12.2013
Je größer ein Unternehmen, desto feiner und vielstufiger meist die Hierarchie. Doch das muss und sollte nicht so bleiben: Immer mehr Studien zeigen, dass sich Organisationen mit flachen Strukturen fast immer besser entwickeln als traditionelle. Vielleicht kennen Sie diesen Spruch: "Lauter Häuptlinge, keine Indianer". Er soll bedeuten, dass nichts richtig läuft, wenn alle das Sagen haben und keiner sich als Fußvolk versteht. Doch jedes Mal, wenn ich ihn höre, frage ich mich, warum eigentlich nicht doch jeder ein Häuptling sein kann. [...] All das sind ...
 
blog2change
10.12.2013
Schon Konfuzius sagte "Wer ständig glücklich sein möchte, muss sich oft verändern." Kaum ein Thema beschäftigt Menschen mehr als die Veränderungs- und Lernfähigkeit ihrer Organisation. Ohne dieser Fähigkeit ist Überleben im schnellen Wandel unmöglich. Ohne Veränderungswille gibt es keine Innovationen, neue Projekte, verbesserte Prozesse ... Aber leider schaut es in der Realität immer anders aus. Organisation, speziell umso größer, wollen oder können sich nicht ändern. Aber Warum? Und was kann man tun? Diesem Thema wollen wir auf den Grund gehen und ...
 
Circles of Control and Influence Revisited
09.12.2013
by Simon Terry - If you are a middle manager in a large corporate, the concept of circles of control and circles of influence is sold as the concept that keeps you sane. There are only some things you can change yourself. There are some things you can play a role in shaping. Everything else is beyond you. If you follow this model, you will keep calm and stay in your box. However, even this narrowing of accountability doesn't seem to work in practice. Why does this view of circles of control and influence break down? Discussion of these circles is usually ...
 
Das "UNS" Unternehmen im Vormarsch
09.12.2013
Fakt ist: Innovationsgeist wird für Unternehmen überlebenswichtig. Das Neue kommt nicht von Menschen, die lediglich Aufgaben blind und unreflektiert wiederholen, es kommt aus der Fähigkeit, Probleme zu identifizieren und bisher noch nicht gedachte Lösungen zu finden. Manche Menschen arbeiten und denken in innovativen Strukturen, andere nicht. Und dies unabhängig von der Arbeitstätigkeit oder Berufsspezialisierung. Ein weiterer Fakt ist, dass die Zahl der Menschen steigt, die in neuen Denkstrukturen unterwegs sind. Das ist eine der größten disruptiven ...
 
Warum SOCIAL Media? oder: Die "soziale Kraft" im Enterprise 2.0
09.12.2013
von Harald Schirmer - Laut Wikipedia meint "sozial": gemeinnützig/hilfsbereit - und genau da liegt schon das Problem für unsere "Leistungsgesellschaft". Unser Bildungssystem trimmt uns auf persönliche Höchstleistung, Zielerreichung, Qualitätssteigerung und Effizienz-Optimierung. Wer aber gemeinnützig oder hilfsbereit ist, wird in einer ersten Folge die Ihm/Ihr gesetzten direkten Ziele weniger schnell erreichen können. Gemeinnützig hat "Andere" im Fokus und "das große Ganze" - viel weniger den eigenen Erfolg, Karriere oder Konkurrenzkampf. Daraus folgt ...
 
Challenges for the different project types on the way for the Social Enterprise Readiness!
09.12.2013
by Bjoern Negelmann - Every year in autumn I have to get my mind clear on what key questions we want to address with the next Enterprise 2.0 SUMMIT and - I can tell you - every year it becomes more difficult - especially as the evolution path towards the somewhat "social and collaborative organization" is not as easy as it was thought to be. But as the vision of the conference is to provide assistance for corporate project leads to advance their projects our task for the conference is still to provide answers. If we take a look at the actual state of ...
 
Communicating is Sharing in an Enterprise Social Network
09.12.2013
In communication processes, the word "share" is important for each of us as we learn from the things we read and hear. Today the act of sharing has returned focusing in digital communication, especially in social networks. When we talk about enterprise communication, the action of sharing directly influences the objective of the company's internal communication strategy. In an Enterprise Social Network... Participate! One of the key points for your enterprise social network to be successful through time is: Emphasize to each of your employees about ...
 
5 Ways Benefits Management Can Improve the Employee Experience
09.12.2013
When you think about streamlining business processes, what comes to mind? Better collaboration between sales and marketing? Better alignment between legal and research and development? There's no doubt there's a lot that can be improved to facilitate better communication, collaboration and analysis within the business environment. But one area that seems to get overlooked is human resources and benefits. Human Resources is Employee Engagement 5 Ways to Improve the Employee Experience Create a Holistic Employee Experience Monitor Behaviors, Automate ...
 
Enterprise Transformation and the Role of Social
09.12.2013
Social is sending a shockwave through the enterprise and challenging organizations to rethink the way they are organized and how all of their processes work - both internal and external. This is part of a bigger trend, often referred to as "digital transformation." In short digital transformation is the process by which organizations are rethinking all of their activities in light of the increasing capabilities of information technology, eliminating the non-digital elements of those processes, implementing new social, mobile, and cloud enablers, and ...
 
Welchen Social Media Manager brauchen Sie für Ihr Unternehmen?
09.12.2013
Wirft man einen Blick in die Stellenanzeigen rund für digitale Berufsbilder, begegnen einem höchst abenteuerliche Kombinationen. Wie zum Beispiel die Stelle des Nachtportiers, der nebenbei die Präsenzen des Unternehmens in den sozialen Netzwerken betreuen sollte, oder der Social Media Manager, der nebenbei noch sehr gute Kenntnisse in Flash und C+ mitbringen muss. Viele Unternehmen haben augenscheinlich noch Probleme damit die Berufsbilder, die rund um Social Media entstanden sind, zu greifen. Das ist verständlich, da wir es an dieser Stelle noch mit ...
 
CIO: Choosing IBM Connections over Microsoft SharePoint was a No Brainer!
09.12.2013
Reduced use of email. Improved productivity. Better and faster collaboration. That was the result when Superior Group implemented an internal social collaboration platform! To Superior Group choosing IBM Connections over Microsoft SharePoint was a no brainer! The company's CIO, Tom DeClerk, came from a Microsoft environment where he worked heavily with Microsoft SharePoint when he joined Superior Group three years ago. Since then they have implemented three new important systems in the company; SAP, IBM Connections and IBM Cognos. Superior Group is ...
 
The State and Future of Enterprise Collaboration
06.12.2013
by Oscar Berg - More than a year ago, in an article for CMS Wire, I wrote that corporations are starting to ask themselves the following questions: "Now that we all have the tools, what shall we do with them? How can we use them to change the way we work? And even if we see the use cases and want to change our ways of working, how do our work environments encourage and enable us to do this?" I think this pretty much sums up where a lot of corporations are today; they have implemented new communication and collaboration tools, but they still have a lot ...
 
Thrilled About Knowledge, But Concerned About Sharing?
06.12.2013
In my experience, technology is barely the most common obstacle when it comes to the adoption of a knowledge sharing solution. Talking to a bunch of community/IT/communication managers and other collaboration responsible people, it looks like the cultural environment is the turning point. Being open and thinking outside the box is a loved idea nowadays, but it may occasionally induce imaginary threats like "If I share my knowledge, what stops them to just lay me off?" The cause of this professional insecurity symptom has its roots in the traditional ...
 
Die ungeliebten Wanderprediger oder weshalb Multiplikatoren in Veränderungsprozessen scheitern
06.12.2013
"Es reicht nicht, dass man zur Sache spricht. Man muss zu den Menschen sprechen", schrieb der polnische Schriftsteller Stanislaw Jerzey Lec. Mit diesem Satz sind viele Studien zum Change Management zusammengefasst: Veränderungsprozesse scheitern vorwiegend an schlechter Kommunikation und an der Glaubwürdigkeit der Multiplikatoren. Unternehmensführer neigen dazu, den Faktor Mensch chronisch zu unterschätzen. Dabei sollen Mitarbeiter die Veränderungsvorhaben nicht nur tolerieren, sondern sie akzeptieren und sich im besten Fall damit identifizieren. Die ...
 
Middle Managers need to use their Networks and Authority
06.12.2013
by Simon Terry - Middle managers like to complain about being squeezed by pressures from above and below. Their organisations love to blame them for all the ills in the place. Middle managers have two great advantages that they can use to drive change: They can place themselves in the heart of the network of their organisations. They have authority to make things happen. Without use, these opportunities whither. Middle managers need to take advantage of them when they can. Networking in the middle Authority to act Network and Use Authority [...] ...
 
Raus aus der E-Mail-Falle
06.12.2013
von Klaus Eck - Der Abschied von der E-Mail wird sehr lange dauern. Vom Fax konnten wir uns schneller trennen. Auf die Frage, welche Bedeutung die E-Mail für jemanden hat, entzünden sich die Geister (siehe Facebook unten). Ich habe mich schon häufiger mit dem E-Mail-Management auseinandergesetzt und mich für die Trennung von der E-Mail ausgesprochen, wenn dieses sinnvoll ist. Doch darauf habe ich regelmäßig einen starken Widerspruch erhalten. Niemand darf an meine E-Mail ran... Dabei gibt es gute Gründe und erste Versuche, sich von der E-Mail in der ...
 
Das einzige Gut, das sich vermehrt, wenn man es teilt
06.12.2013
Der Mittelstand braucht Wettbewerbsfähigkeit und zwar auf internationaler Ebene. Die Bedingungen sind nicht mehr die gleichen wie vor 10 Jahren. Grenzen verschwimmen zunehmend. Und das nicht nur geografisch. Menschen sind besser vernetzt denn je. Wissen und Informationen stehen jedem und von überall aus erreichbar in nahezu unbegrenztem Ausmaß zur Verfügung. Und genau hiermit möchte ich mich auseinandersetzen: Wissen Dass die Welt sich im Umbruch befindet und neue Kommunikationskanäle wie Social Media immer mehr genutzt werden, muss man hier niemandem ...
 
Some fundamental changes
06.12.2013
by Harold Jarche - [...] So if you read the Cluetrain back in 1999, or have since quoted it, then it's time to think about how to implement it. I have written about hierarchies and connected organizations for the past few weeks here. I have no doubt that major systemic change is necessary to deal with the wicked problems that face society today. Critical components that need to change are how we work and how we learn in organizations. That change has to start with people. Individuals need to build their own interdependent learning networks. This is ...
 
Supply Chain Management in the Era of Social Business
06.12.2013
Applications of social networking are easy to see in the business-to-consumer space, in functions, such as sales, marketing, and customer service. But is there also a role for social tools in heavy back-office B2B processes? At first glance, the applications may not be apparent. But when the word "collaboration" is substituted for "social," we can see that B2B organizations made use of these technologies long before the word "social" came into vogue. Think Lotus Notes, for example. Nevertheless, the opportunities for social business are growing, and ...
 
Mitgestalten statt Befehle entgegennehmen: Flache Hierarchien, hohe Motivation
05.12.2013
Damit eine Firma gut läuft, müssen alle am selben Strick ziehen. In der Realität sieht das jedoch oft anders aus. Einer der Gründe, weshalb das so sein könnte, ist die Unternehmensstruktur. Eine These lautet: Je mehr Hierarchiestufen eine Firma hat, desto weniger fühlen sich die Mitarbeitenden der gemeinsamen Sache verpflichtet. Und umgekehrt: Je flacher die Hierarchien sind, desto stärker fühlen sich die Mitarbeitenden ihrem Unternehmen verbunden. Konzernhierarchien unterteilen ihre Angestellten in Divisionen, Bereiche und Abteilungen, die Teams in ...
 
What are the real costs of "muscling through" change? The evolution of Change Management.
05.12.2013
There is a back-room mindset in times of change: "Change the people or change the people." It means either convince (or coerce) the existing staff to adapt to the new way of working or fire them and hire someone else. This phrase has always irked me. Looking for some objectivity and additional insight for this series, I partnered up with senior change practitioner, Jennifer Frahm. You may know Jennifer from her terrific blog "Conversations of Change." We applied ourselves to articulating why this mindset is a fallacy, to considering what leaders are ...
 
Change the organization or change the organization? The evolution of Change Management.
05.12.2013
In the last post, we looked at the costs of muscling change through with a "change the people or change the people" attitude. In this post, I have teamed again with Jennifer Frahm, and we look at the alternative. What if our organizations became more adaptable? Would this mean more and better change management? Or would it be evolved into the competencies and culture, into the DNA, of the organization? What does that mean -- "change the organization"? Change Management 2.0 Change 3.0 -- a look into the future [...] These are the key ingredients to rapid ...
 
Reducing the Role of Email in Organizations: Change is Overdue
05.12.2013
Summary: Although social technology advocates have been calling for the death of email for several years, it's still the dominant digital channel by which people in organizations communicate and collaborate. The role of email in our work lives should be reduced, however, both because of its own inefficiencies and the increased availability of better tools. Effective leadership is the key to bringing about the required changes in both organizational systems and individual behavior. In spite of the rise of new platforms, tools and technologies to ...
 
Why is the intranet still important in the era of the digital workplace?
05.12.2013
What is the role of the intranet in the modern digital workplace? Are intranets a relic of the past? What is the value of an intranet within the digital workplace? In my first post I looked at our definition of the organization's digital workplace being all the technology the organization provides to allow people to do their jobs. In the second post I looked at why the concept has been ignored and some of the activities we might undertake to improve matters. I also expressed the view that the intranet team had the sort of skills and experience to take ...
 
Was Social Media für Qualitätsmanager bedeuten
05.12.2013
Social Media sind in aller Munde. Längst haben sich soziale Netzwerke wie Facebook, Twitter, Blogs und Co. zu den meist besuchten Websites im Internet gemausert. Auch Unternehmen schwimmen auf der Welle des Web 2.0 mit, um mit Öffentlichkeitsarbeit und attraktiven Angeboten ihre Zielgruppen direkt zu erreichen. Doch Social Media sind weit mehr als ein Marketingthema und weit mehr als Facebook und Co. Die neuen Kommunikations- und Kooperationsmöglichkeiten nehmen Einfluss auf die Unternehmensprozesse. Sie eröffnen Wege, diese flexibler zu gestalten, ...
 
IT leaders are out of sync with the enterprise's new prioritities
05.12.2013
by Stowe Boyd - A November study by the Society for Information Management, its annual IT Trends Survey, polled nearly 600 IT leaders, and turned up a lot of interesting trends. But the big message embedded in all the stats is this: IT management is out of sync with the new priorities for the enterprise. If you are interested on a barrage of stats about IT trends, look as the summary report (actually a slide deck). You can learn that 65% of CIOs are hired from outside the company (is that a good thing?), that an increasing amount of money is being spent ...
 
Knowledge, power, and an historic shift in work and organizational design
05.12.2013
by Jon Husband - [...] Given the speed at which many things operate, unfold and evolve these days, we tend to forget that the massive changes in the distribution of information and knowledge afforded by the printing press took several hundred years to have really major impacts. But clearly books, magazine and pamphlets were the 'radical transparency' of that era where previously information and knowledge was jealously held, guarded and hoarded by and circulated amongst those who ruled over others. Those days are long over. Since then we've lived through ...
 
Porsche digitalisiert Unternehmenskultur
04.12.2013
Mit einer interaktiven Intranet-Plattform will der Automobilkonzern die Zusammenarbeit seiner Mitarbeiter auf eine neue Ebene heben. Nachrichten-, Wissens- und Kollaborationsportal - all das soll "Carrera Online" sein. Über die neue Intranet-Plattform von Porsche können die Mitarbeiter des Stuttgarter Sportwagenherstellers nicht nur Informationen abrufen, sondern sich in Social-Web-Manier miteinander vernetzen und selbst aktiv werden - etwa in Form von Kommentaren oder Blog-Beiträgen. Außerdem ist das neue Werkzeug ausersehen, die standortübergreifende ...
 
How To Get A Truckload Of Blog Posts From People Who Hate To Blog
04.12.2013
Do you have lots of great people who could give you hours of great content for the company blog, but give you a long list of reasons why they can't put pen to paper, digitally speaking? Applied Materials has a company full of PhDs who can't have a conversation without a whiteboard. These smart guys and gals have boat loads of patents between them, but trying to get them to write a blog post is a fool's errand. Matt is no fool, but he needs great content, and a lot of it for his corporate communications and blogging programs. So, he uses a very clever ...
 
Collaboration Platforms: Users Don't Just Show Up
04.12.2013
What distinguishes forward-looking organizations is how they go about adopting collaboration platforms. There are many organizations that have adopted collaboration platforms, but they're still waiting for users to appear. This article addresses the barriers to user adoption, behavioural and organizational hurtles to avoid, and strategies that help get collaboration successfully adopted in the enterprise. A recent report by Gartner includes a staggering fact: 80 percent of enterprise social network (ESN) deployments will not achieve their objectives ...
 
Assigned. Chosen. Earned. Part 2 - 2 Stories and a Challenge
04.12.2013
by Simon Terry - We shape our impact with our choices of how we respond to our circumstances and the influence we earn in our networks. Our jobs and the hierarchy do not determine our ability to influence. That concise message was prompted by The Australian Leadership Paradox, a book on improving leadership in Australia by tackling issues like roles and authority. Geoff Aigner, one of the co-authors, asked me for stories that brought a richer context to my last post. Here are two examples: A Job. Limited Power. Why Are You Doing This Again? [...] ...
 
Innovation: Ändern Sie Ihre Kultur - möglichst schnell!
04.12.2013
Die Unternehmenskultur gibt den Ton an und die Mitarbeiter schwingen mit. Dabei steckt im kulturellen Wandel ein großes Potenzial für zahlreiche Verbesserungen. Ein Beispiel. Kultureller Wandel kann mühevoll sein. Meist dauert es Jahre, eine Kultur (lose definiert sind das die eingebürgerten Überzeugungen und Normen, die darüber bestimmen, "wie wir hier arbeiten") zu ändern, so die gängige Meinung. Bisher nutzen nur wenige Organisationen das Konzept der Kultur gezielt als Methode, um ihre geschäftliche Entwicklung voranzubringen, stattdessen herrscht ...
 
The burdens of the past
04.12.2013
While individuals are eagerly embracing new knowledge-sharing technologies, our research suggests that outdated institutional structures continue to inhibit organizational knowledge flows. Long-term trends help to tell a story. In the case of the 2013 Shift Index, the story centers on the puzzling discrepancy in technology adoption between individuals and organizations. In their personal lives, individuals are enthusiastically harnessing the power of rapid technological advances and the information flows they unleash to create more value. Why then do ...
 
Employers and employees differ on the causes -- and cures -- for workplace stress
04.12.2013
In a recently released report, the professional services firm Towers Watson revealed that stress is the top workforce issue (see 2013/2014 Staying@Work U.S. Executive Summary Report). And the top causes of stress? According to employers, these are the factors: lack of work/life balance inadequate staffing technologies that expand employee availability during nonworking hours unclear or shifting job expectations. Employees disagree, citing things in this order: inadequate staffing low pay or low increases in pay unclear or conflicting job expectations ...
 
How To Build A Boundaryless Organization
04.12.2013
by Jacob Morgan - The first and most important truth any leader must understand is that the human beings who work inside every kind of organization possess unlimited potential. They have the ability to solve any problem and the adaptability to respond to unforeseen circumstances. It may be the most overworked truism in the business world, but employees are indeed the most valuable resource and asset that any company has. The problem: most organizations today are unable to tap into that limitless human potential because of a series of self-imposed boundaries. ...
 
Verändern und Demokratisieren soziale Tools die Arbeitsumgebung?
03.12.2013
von Barbara Geyer-Hayden - Zu Risiken und Nebenwirkungen der Nutzung von sozialen Tools in Unternehmen lesen Sie die Packungsbeilage: Soziale Tools können Tendenzen zu einer Demokratisierung des Arbeitsplatzes verstärken. Enterprise 2.0 kann sein volles Potential nur auf einer demokratischen Basis entwickeln. [...] Die effiziente Nutzung von sozialen Tools, auch in Unternehmen, gelingt nur in einem offenen und vertrauensvollen Umfeld. Aus diesem Grund funktionieren viele soziale Tools in Organisationen nicht. Ein Beispiel dafür sind viele Unternehmenswikis, ...
 
Leave Your Bad Habits Behind
03.12.2013
Throughout this series, I have frequently suggested that one of the main obstacles to more efficient business communication is our own behaviour. If we are to get the best out of the next generation of business communication tools, we need to take more responsibility for our own communication habits and leave our bad habits behind. If all that the business communication revolution achieves is the same information overload in a different tool, we have failed. Many bad communication habits could be changed with existing tools, but this often isn't easy ...
 
Be social & collaborate! Why? Because I say so
03.12.2013
The "because I say so" argument is something that we are all familiar with, either as a child or as a parent. It's the standard parental approach to getting a child to do something that may be too complicated to explain. You definitely don't expect to hear this as an adult, and yet this is frequently the unspoken message that employees get when companies choose to implement social business programs. And much as a child tends to ignore the parent, we shouldn't be surprised when employees don't blindly buy in. I've recently been working on social measurement ...
 
How Enterprise Social enables Appreciative Inquiry
03.12.2013
Appreciative Inquiry seeks to unlock innovation and bring creativity to the forefront - focusing on strengths to transform organisations to a high-engagement high-commitment workforce. Our guest blogger Jeremy Scrivens describes this in detail in his recent posts. Jeremy suggests a new focus whereby managers develop an eye that can appreciate and surface the good and the possible in order to bring about the elevation and combination of strengths to the customer and the world. So how can enterprise social networks play an enabling role in helping achieve ...
 
Growing social business from the inbox out
03.12.2013
Today's social tools for communication can make collaboration easier, and give you the ability to quickly find information in the right context. So how do organizations get their workforce to adopt new social technologies? Begin your social business transformation when you turn the familiar email experience into a launchpad for socially-enabled business processes. Being a more collaborative organization might seem a long way from how you work just now. Many organizations use group mail boxes or task mail boxes to provide a collaborative, i.e. multi-user, ...
 
The Role of Social Collaboration in Knowledge & Document Management
03.12.2013
In my career so far, I have come across a lot of confusion about the terms Knowledge Management, Document Management and now Social Collaboration. Of these the latter is of course the newest, but the other two are still essential disciplines for any organisation to get a grip of if it intends to become smarter, leverage its staff better and unlock the competitive potential it has. There are many definitions of these terms out there on the internet and in published literature and I am not about to argue with any of them. Suffice to say, that Document ...
 
The Internal Employee Communication Revolution is Happening Right Now!
03.12.2013
We're living in a time when the word "revolution" is appended to so many business and social activities that one could be forgiven for tuning out. Internal Employee Communication is currently undergoing its own revolution and is deserving of promotion and analysis. Why? because like all revolutions, it is changing the way we do things and will positively impact many people's working lives. Social business software, deployed as a Social Intranet or Enterprise Social Network is driving this revolution by shattering the "Cascade of Information" ...
 
10 Tipps für das Schreiben in Corporate Blogs
03.12.2013
von Klaus Eck - [...] Nicht jeder Beitrag, nicht jeder Autor passt zu einer digitalen Publikation, zu einem Corporate Blog genauso wenig wie zu einem klassischen Medium. Es kommt auf die Qualität an. Sie muss zur jeweiligen Marke passen. Das gilt für Blogs einer Unternehmensmarke genauso. Nicht jeder Inhalt eignet sich als Mittel zum Zweck des Content Marketings. Aus diesem Grunde lohnt es sich, die jeweiligen Blogger zu schulen, ihnen beim Schreiben beizustehen und redaktionelle Prozesse aufzubauen. Bei einem Blogartikel muss ich mir darüber Gedanken ...
 
Ask what value you can add
03.12.2013
by Harold Jarche - Remember when someone older than you first got an email account? They probably sent you at least one joke, and it was likely to a long list of recipients. Actually, they probably sent a lot of jokes. There is a similar phenomenon with social media. While it may not be jokes, we are inundated with over-sharing of the same stuff. First of all, there is a difference between sharing and making something public. Posting a social bookmark to a service like Delicious does not create additional noise for your networked peers in a social network. ...
 
Flugzeuge aus Stroh - Die Cargo-Kulte der Collaboration
03.12.2013
Dass SharePoint eine mehr als zeitgemäße Kollaborationsplatt - form ist und man damit gut Dokumentenmanagement realisie - ren kann, unterstützt durch Social Media, ist mittlerweile ein Allgemeinplatz. Auch dass diese Social-Funktionen den Austausch von Wissen im Unternehmen fördern, wird nicht mehr in Frage gestellt. Wie aber kommt das? Warum ist Social Media so nützlich? Wie funktioniert das? Wie ist das in einem Gesamtsystem mit Dokumentenmanagement verknüpft? Das sind Momente, in denen ich mich frage, ob man mittlerweile a priori von der Nützlichkeit ...
 
If You Want to Change Corporate Culture, Dare to Tell the Truth
03.12.2013
We need more CEOs like Stephen Edwards. The newly appointed leader of Così, Edwards is the struggling fast-food chain's fourth chief executive officer since 2011. Almost immediately upon taking over, Edwards did the unthinkable: He told the unvarnished truth. In addition to citing the lack of consistent leadership, he said: "We have a culture that's lost engagement with the process of serving food to people in a hospitable way, and we get a number of remarks from customers about how much they love our food and our products, but they've just been disappointed ...
 
Wie bearbeitet Enterprise 2.0 die Informationsüberflutung durch E-Mail usw.?
02.12.2013
von René Sternberg - Im letzten Artikel erklärte ich, dass in Unternehmen, wo Enterprise 2.0 eingesetzt wird, primär informelle Kommunikation vermehrt transparent wird. Dies bedeutet, der Kaffeeklatsch und die Gespräche beim Mittagstisch sind teilweise für alle Mitarbeiter einsehbar. Neue Formen der Zusammenarbeit entstanden, da die Faktoren Zeit und Raum in ihrer Bedeutung eingeschränkt werden. So können z.B. mehrere Mitarbeiter eines Unternehmens an einer Diskussion in einem Videochat teilnehmen, obwohl sie sich nicht am gleichen Ort befinden. Die ...
 
5 reasons why managers should care about Enterprise Social Collaboration
02.12.2013
First a short introduction to define what I mean by 'Enterprise Social Collaboration': Collaboration: the act of several people working jointly on documents, excel files and other content that is stored centrally (in SharePoint of course) to deliver a collective result (think of: bids, tenders, presentations, project deliverables, etc.) Social: the use of a Social Communication mechanism to communicate with an open audience about the content that is created jointly (using Yammer or SharePoint Newsfeeds of course) Enterprise: the fact that above effort ...
 
Marginalia on Engagement: Socially enabled organisations
02.12.2013
Today's high-performing firms make social business an essential part of their overall business strategy. A good number (46%) of larger organisations (those with 50,000 or more employees) report that they are already socially enabled enterprises. Eight in 10 companies believe their investment in social platforms will increase over the next 12 months. These results are part of the findings from 'The Socially Enabled Enterprise' survey, recently published by Social Media Today. The study, based on responses from over 500 organisations across ...
 
Social business adoption in the workplace
02.12.2013
Summary: What does becoming a social business actually entail? A practitioner in the trenches shares his top strategies and techniques for driving engagement with social tools. Motivating people to adopt social technology in the workplace isn't always easy. Even highly resourced efforts can take years before true adoption takes place and the promised value has been unlocked. We need to dispense with dreams of effortless collaboration and fabulous emergent effects, and instead focus on understanding the needs of our ecosystem, so that we can design ...
 
Social business: target blue collars and forget technology?
02.12.2013
by Bertrand Duperrin - Summary: there's still a large gap between the social media promise and what's really happening. A gap that's getter smaller every day but so slowly that many people find it worrying. While large companies still struggle with dealing with their internal contradictions despite of massive investments and fail at mobilizing employees that are mostly white collars, we can see that smaller organizations are sometimes more successful even if mostly made of blue collars. A surprising paradox ? Not that sure. In fact its all about what ...
 
Social Business: Q&A with IBM's Global Director of Social Business, Tami Cannizzaro
02.12.2013
How is social transforming business? Tami: Social has fundamentally changed the way people communicate and engage with one another and the world around them. This has had major implications for business. For instance, people are now more likely to hear about a new product or a company from their friends vs from a corporation or a news source. Businesses therefore need to rethink their communications strategy. The bar has been raised -- businesses can no longer rely on broadcast messages. They need to create advocates who will promote their brand, their ...
 
Assigned. Chosen. Earned.
02.12.2013
by Simon Terry - Job = what you need to do. May come with rank in a hierarchy. Assigned Role = how you manage yourself in response to a constantly changing environment. Chosen Authority = your leadership influence. Earned Your job does not define how you behave in a situation or determine your leadership influence. Job, role and authority each come from a different source and respond to different circumstances. They will never perfectly align. Your job may provide authority over some of your network. The impact you have in one interaction may give you ...
 
Hierarchies were a solution to a communications problem
02.12.2013
by Harold Jarche - Hierarchies may technically be networks, but they are merely simple branching ones. They work well when information flows mostly in one direction: down. Hierarchies are good for command and control. They are handy to get things done in small groups. But hierarchies are rather useless to create, innovate, or change. We have known for quite a while that hierarchies are ineffective when things get complex. For example, matrix management was an attempt to address the weakness of organizational silos resulting from simple, branching hierarchies. ...
 
Hierarchies are obsolete
02.12.2013
by Harold Jarche - Hierarchies may technically be networks, but they are merely simple branching ones. They work well when information flows mostly in one direction: down. Hierarchies are good for command and control. They are handy to get things done in small groups. But hierarchies are rather useless to create, innovate, or change. We have known for quite a while that hierarchies are ineffective when things get complex. Matrix Management was an attempt to address the weakness of organizational silos resulting from simple, branching hierarchies. I ...