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When Does Anonymous Idea Posting Make Sense?
« Solid advice for any type of social software is that the greater the transparency, the greater the benefit. This means a bias toward making information available to all, not a few. It also means associating contributions to specific individuals. Visibility of contributors gives context, improves the quality of discussions and makes it easier to find individuals with ideas and knowledge on specific subjects.
But there are occasions when it makes sense to allow individuals to contribute ideas without revealing their identity, which Spigit’s platform does allow. In these cases, the ideas and related information are visible to anyone who has eligibility to see them. However, participants in the innovation community won’t know who submitted the ideas. There are two reasons companies would enable anonymous posting:
1. Employees are concerned about retribution for their ideas
2. Employee identity may influence the feedback others provide »-
Fundamentally, this is a cultural issue. Something in the environment has sent the message that execution more than participative innovation is valued. The foundations of that culture need to be addressed.
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In this scenario, anonymous posting is a bridge to a more transparent culture. It is a temporary feature to be turned off when the core work environment changes.
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One of Spigit’s clients maintains anonymity of idea submitters for the first two stages of ideas on its platform. Why? They are concerned that if employees know the identity of the submitter, that will shade the feedback they provide on a given idea. What this company wants is a pure meritocracy of ideas
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Discriminatory Twist in Networking Sites Puts Recruiters in Peril
« Sourcing applicants from Twitter or LinkedIn or screening candidates through Facebook or MySpace may open employers to discrimination charges. «
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Thoughts on Sales 2.0 from Lee Levitt
« From my perspective, Sales 2.0 is not about technology. It’s about improving the capabilities of the seller and the organization behind the seller. Technology is just one of the components of improved sales productivity. The primary component is improved processes. With a healthy focus on what works and what needs improving in the sales organization, executives can identify the processes that must be improved. Then and only then should technology be brought in to ensure that those processes scale »
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Sales people spend way too much time searching for information, giving up and creating sales assets on their own (assets that typically exist elsewhere in the organization).
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Sales 2.0 empowers sales people with simple, efficient access to information about customers and prospects already in context, usable from the start. Pulling this information together, analyzing it, cleaning it, ensuring that it is relevant €” these activities should be done by a centralized group and then provided to the sales person or team at the right time €” just before a call planning session.
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It’s all about pipeline hygiene €” efficiency and effectiveness of “co-creating” value with the prospect or customer. Selling is dead.
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Is World of Warcraft the best leadership training solution?
« As my the timing to display my slide have messed up during my presentation at Ignite Paris 2009, let me put it there so you can see how World of Warcraft could be used in Enterprise 2.0 to help detect and train the leaders of tomorrow »
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Enterprise 2.0 and the Paradigm of Social Partnerships
« Outside of internal team collaboration (say, a group of marketers, a group of engineers, etc.), no spray & pray / general purpose employee collaborative strategy (or tool application) is going to really show sustainable impact for every tribe or collective. And just like traditional business ecosystem partnerships (customers, suppliers, channel), these internal partnerships also get significantly rattled in the face of industry consolidation »
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First, existing structural inefficiencies in how internal or external partners liaise as a result of little adherence to basic human interaction constructs and incentive structures, and unnecessary process centric technology that restricts human capital flow
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. No doubt that the current tools will play a significant role towards simplifying these relationships. But to accelerate business performance via social computing constructs, lots of design work is needed along with the filling of critical technology gaps to truly account for context, cognizance of both process and social at the business activity level, and a deep understanding of and response to individual incentive that makes participation a natural instinct.
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How to build vibrant communities
« Communities don’ t just work. The creation and sustaining of communities needs active facilitation.
As part of the SunSpace deployment we created a Community cookbook which covers following topics 200901192239.jpg* Community overview (CoP,project teams, social networks …)
* Community build (roles,responsibilities,measures, getting started)
* Active Community management (facilitation tips & tricks, health check )
* Scalability (community driver model, self supporting communities)
* etc. »-
The implementation of SunSpace has been proven to be successful . Since we launched SunSpace in July 2008 we have
- > 25’000 users
- 10 time growth within six month
- > 500 communities
- > 130’000 content objects (wiki pages, attachments etc.)
- > 5.5 million social activities
- consolidation of 3 existing knowledge management tools (aka shutdown these sites )
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Community management: The ‘essential’ capability of successful Enterprise 2.0 efforts
It’s not a skill that’s been widely understood until quite recently, however community management has begun to move to the forefront of discussions about enterprise social computing as the use of social tools begins to climb the maturity curve. Now community management is increasingly proving not just useful but a critical component of Enterprise 2.0 efforts despite an often vague understanding of what it is and where it should be situated in the org chart. »
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The vast majority of the respondents, 95% of them, rated community management as “essential” to their Enterprise 2.0 effort. The remainder listed it as “important”
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No matter how easy a tool is to use, there are still those that have questions and need €˜community coaching’ (I’m talking about the business piece of community leadership) and general guidance. €” Claire Flanagan, Sr. Mgr, KM and Enterprise Social Software Strategy, CSC
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Community management can be identified not only as a risk mitigator but also as a way to ensure that participation takes place, members can get help, ROI is measured, and business goals are being met.
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Do everything possible to turn it into a conversation about business benefits instead of tools. Do this even knowing that many of the best outcomes won’t be predictable and you may not even get the credit for these.
Missing Voices: Why Employees Are Afraid to Speak Up At Work
« So why aren’t employees speaking up? And when they do, what are they saying, and to whom? And what’s the danger to the company when it’s not listening to employee voices?
Burris sought to answer these questions in an ongoing study in which he and his colleagues are surveying more than 3,000 employees at 11 different credit unions around the country about their experience in speaking up at work. »
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“There’s lots of research that shows when employees don’t feel involved in the workplace, they tend to withdraw. They don’t engage in all the extra activities that aren’t required for the job, such as helping a coworker, staying late or taking on extra responsibilities. It’s not the formal, required part of the job, but it’s certainly necessary for the organization to succeed.”
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Many employees say they don’t speak up to their boss because of fear of repercussions. But are workers just being paranoid? Burris’ research says no.
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“I found that employees who speak up and challenge the status quo are viewed as less competent, less dedicated to the organization and more threatening compared to those who support the way things are,” Burris says. “They are also rated as worse performers, and their ideas get less support.”
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“A lot of managers think that if they treat their staff respectfully and tell them €˜My door is always open,’ that should be enough to make their employees trust them,” Burris says. “But our research shows that employees need more than that in order to feel safe to speak up.”
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“Formal, transparent follow-up is very important,” Burris says. “It’s counter-productive to ask an employee for feedback if you never do anything with that information. If staff see their ideas just disappear, they’ll stop offering them altogether.”
7 enseignements sur le community management, par Chris Preuss, VP de General Motors
« Chris Preuss a le titre de VP GM Global Communications. Il a participé la semaine dernière à un tchat sur le blog bien connu Fastlane. Interrogé sur la stratégie digitale du groupe GM, il nous livre plusieurs réflexions enrichissantes.Si les billets sont légions autour du thème « les 10 commandements d’une bonne stratégie sur les médias sociaux » »
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une présence sur les médias sociaux fait partie de la stratégie globale
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A cela s’ajoute un élément évidemment décisif : l’appui mais surtout l’implication de la direction : « we’ve gotten huge support from leadership. ». En effet, lorsqu’on observe les nombreux invités qui participent aux discussions sur le blog, on voit que le management n’hésite pas à mouiller la chemise : « Fritz is spending several hours a week answering his blog weekly », confirme CP.
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Une fois que vous y êtes, difficile de faire machine arrière. Pour autant, si 70 % des entreprises aujourd’hui ont « fait quelque chose » sur les réseaux/médias sociaux, peu d’entre elles ont une approche sur le long terme.
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GM multiplie les dispositifs pour permettre à ces clients d’interroger, suggérer, interpeller l’entreprise. Pour ma part, je trouve le site Tell Fritz, permettant de s’adresser directement au top management, simple et efficace. The Lab est une initiative intéressante dans un secteur aussi concurrentiel que l’automobile. Ce type d’outil permet, sinon d’innover, au moins de sentir les nouvelles tendances, de défricher, … ce qui n’est déjà pas si mal !
How Twitter and Crowdsourcing Are Reshaping Recruiting
So think of the untapped potential opportunities for companies looking to source and attract talent. As social media is used inside the company to increase collaboration, communication and innovation, it’s become important for recruiters to locate prospective employees who are also users of social media. Using Twitter can level the playing field so that smaller firms can find those people as effectively as the Fortune 500 do. And those companies who have turned toward Twitter have found it an efficient way to identify passive job candidates who might not be scanning job boards.
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Some companies are going beyond posting tweets about new positions to using the wisdom of the crowd to actually write a new job description
IBM Study: The end of advertising as we know it
The information for this post is from an IBM global surveys of more than 2,400 consumers and 80 advertising experts €¦ the report is titled, The end of advertising as we know it.”
Why Social CRM will never be built
Social CRM is not software. Remember, CRM, and therefore Social CRM, is an approach that takes into account people and processes and leverages software to accomplish outcomes. The people and the processes come first. Software, while critical to success, is always secondary.
Vendors that claim they deliver Social CRM are wrong. They are delivering software solutions, generally Social Support Community software, that is a core component of a Social CRM strategy.
Social CRM is a strategy. Building off of my last point. Software cannot build strategy. I know, one day machines will take over e world and I will be proven wrong. 🙂 Until that day comes I am right, it takes people to build a strategy that achieves corporate goals.
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Your Social CRM strategy must make use of tools that end-users (execs, sales, support, etc..) will use, not because they are forced to, because they add value to their lives.
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Your software must support the varied stages and workflows for all of your processes. When the software forces you to adjust processes due to it’s limitations, you have already lost.
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Social CRM will revolutionize how businesses operate. It will bring a richer level of engagement between all parties leading to happier customers and more profitable businesses. We must get there by following solid business processes that engage all users and leverage tools where feasible.
Why is Toyota Europe using Twitter as a communication tool
Enterprise 2.0, Evolved
Employee Computing for Collaboration, Innovation, and Productivity
The anecdotes come from the fieldwork of a major study of employee computing released by nGenera Corporation earlier this week. A group of colleagues and I spent more than a year conducting the research, which was sponsored by a blue-ribbon syndicate of global corporations that are members of our nGenera Insight programs. We interviewed individuals at top vendors, global companies, and major government agencies to understand the best way to unleash employee creativity, support new forms of collaboration, and drive new levels of productivity.
Posted from Diigo. The rest of my favorite links are here.
