Liens de la semaine (weekly)

  • « This morning I am presenting to the Council of Chief Privacy Officers in Montreal. My subject is social media in the enterprise and particularly why they are good for business. The presentation includes examples and links to social media policies. »

    tags: socialmedia privacy hierachy networks knowledge conversation knowledgesharing work social learning collaboration leadership policies governance

  • « One of the hallmarks of an enterprise social media product is the activity stream, that ticker of activity from coworkers and collaborators including announcements, questions, ad hoc discussions, and so on, each note decorated with the profile picture or some other avatar for the author. « 

    tags: activitystream integration collaboration

    • The activity stream is a big deal, even though it’s not clear to everyone whether this is an improvement over what has gone before
    • But the question that’s more on my mind is how many activity streams we really need in our work lives
    • For enterprise collaboration, it strikes me that the right answer is probably just one, but it’s easy to end up with several. As with most technologies, there is the danger of different departments adopting different standards.
    • These are potentially interesting tools, but I had to wonder whether they might do better to provide a feed into Yammer, Jive, SharePoint, or some other more all-encompassing platform. In both cases, the vendors said they were thinking about such possibilities but hadn’t worked out the details.
    • I think if my organization had invested in an enterprise social media standard, I’d want to make integration with that standard a pretty high priority.
    • Building technologically segregated, stove-piped communities is not so good.
  • tags: enterprise2.0 adoption adoptionteam changemanagement

  • « Plenty of people say that collaboration is not an easy task, whether face to face or whether remote, but certainly it looks like collaborating effectively online still presents a good bunch of challenges and issues, and Aliza’s article surely highlights some of the most relevant ones. Worth a read, for sure, but is there anything else that we can do to help improve remote collaboration in today’s rather complex environment? €¦ Maybe. »

    tags: collaboration virtualteams training processes knowledgemanagement leadership

    • The key messages here are being flexible and celebrate multiple working styles trying to accommodate them with one another in the best possible way through one key aspect most businesses haven’t exploited well enough: negotiation
    • The key message here is that for that negotiation to take place those processes would probably need to be put together, initially, by the remote, virtual teams themselves, the ones who understand the dynamics of having everyone working distributed with different needs and wants, but also different expectations and trying to accommodate to the vast majority of them.
    • the key message in here is to never underestimate providing enough, good, solid education, training and assistance to virtual teams in order to help them understand how they can collaborate and share their knowledge effectively by working smarter, not necessarily harder.
    • And, to me, the key message here is to embrace that reluctance and look into it as an opportunity to introduce lower, common denominators in the social networking space, which, in most cases, would start with that well known low hanging fruit that we have all fallen in love, cultivate and nurture over time: Activity Streams.
    • Ideally, those natural leaders should be a blend of traditional management and new radical leadership
    • leading by example with their passion, wit, know-how, experiences and knowledge, more than managing by command and control.
  • In researching this topic, we drew on IFTF’s foundational forecasts in areas as diverse as education, technology, demographics, work, and health. This content was enriched and vetted at a workshop that brought together experts from a wide range of disciplines and professional backgrounds. During this workshop we engaged experts in a number of group exercises to think through key drivers of change and how these will impact workplace skill requirements. » »

    tags: humanresources skills sensemaking adaptivethinking culture filtering collaboration virtualcollaboration competences computationalthinking transdisciplinarity workprocess

    • Social intelligence: ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions
    • Novel and adaptive thinking: proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based
    • Computational thinking: ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning
      • Transdisciplinarity: literacy in and ability to understand concepts across multiple disciplines
    • Design mindset: ability to represent and develop tasks and work processes for desired outcomes
    • Cognitive load management: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques
    • Virtual collaboration: ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team
  • « From a recent conversation with Jeanne Meister, we are facing a new future in terms of demographics at work: we will soon have five generations in the workplace at once. In prior years, we have had three or four generations at a time with some but not vast differences in work behavior. »

    tags: generationdivide management generationx generationy babyboomers sociallearning

    • As always, demographics are generalizations and stereotypes with the purpose to understand overall trends, not specific situations
    • Do employees understand how work is done differently in different generations? Do employees understand customer needs, interaction and work styles from different generations?
    • The pressure on businesses these days are leading to greater demands for agility in terms of products offered, business models operated, and partnerships; interactivity with increasingly well-connected and technology versed customers and institutions; and thorough connectivity due to globalized partnerships, markets and dependencies.
    • This implies that to keep up with the demands of business, we (all generations) would need to become used to working in this way.
    • However, while they may be familiar with how they work in personal scenarios, they may not yet understand how social collaboration tools work in the enterprise.
    • As many social business experts will remind you, the tools by themselves are a small part of helping people collaborate; you need to understand how to apply them correctly per the behaviors of the people involved.
    • A different element that has come out of working collaboratively is the emerging concept of Social Learning. In a simplistic view, this is about employees learning from each other.
    • Not only is the method of delivery different, but so is the currency of knowledge, as well as the skills people need to learn.
    • Social learning is therefore, not about finding a new way to deliver all the well-prepared materials you have through collaboration, but a change in how people learn entirely.
    • This is where multiple generations are crucial. The experiences, knowledge and cultural familiarity that each generation carries can be best delivered through social learning. It is not simply about mentoring between older people who have more experience in their line of business, but also learning from other peers in other areas and younger folks the how things may work differently in different environments.
    • What I’m talking about here is about being prepared. Being ready, both on a people level as well as an organizational process level, to be able to allow insight about any piece of work€”as opposed to just transporting work around in a process€”to flow freely across multiple generations.
  • « there are many reasons why a virtual team can fail. What can you do to ensure that your team succeeds? »

    tags: virtualteams collaboration leadership onboarding process training management

    • 1. Square pegs in round holes. Let’s face it: Not everyone is cut out to be a virtual worker. Not everyone has the personality to work completely alone, apart from the team, nor has the ability to be focused and motivated to do work without the looming presence of a manager over one’s shoulder
    • 2. Lack of a clear process. A successful virtual team relies on a defined vision for desired outcomes and a careful breakdown of how it can accomplish those goals. In some ways, virtual work processes may need to be more rigid than those for co-located teams, with specific systems in place to cover time tracking, milestones, check-ins and knowledge sharing.
    • 3. Weak training techniques. If you’re running a team, you know the importance of “on-boarding” new team members. If you’re embarking on a virtual work process, getting everyone on the same page about how you want the team to work together and how to use the systems you’ve deployed is key.
    • 4. Failure to capture knowledge. In an office space, you can more readily ferret out the data you need, but in a virtual team environment, the bread crumb trail to data may be more convoluted or harder to track
    • 5. No glue to keep it all together. A good virtual team starts with a good leader. Whomever is managing the team needs to have a good grip on the dynamics of virtual work. Whether creating or communicating the vision, the team leader must be able to do so effectively, using tools such as Cohuman and Mavenlink to further a more cohesive team and work process.
  • « Siemens, Hilton, and Target are using games to train workers and improve how they design and market products « 

    tags: games gamification casestudies hilton siemens target nissan workexperience

    • Pete the Plant Manager stars in a new online video game from Siemens called Plantville that simulates what it’s like to run a manufacturing facility. The aim is to take three dilapidated factories and make them more efficiently meet customer orders by hiring employees, redesigning layout, and buying and installing new Siemens equipment.
    • Siemens, which makes power plants, scanners, and trains, created the game to fuel equipment sales and foster greater employee knowledge of its products
    • Employees are sometimes siloed in their business units and don’t see the breadth and depth of our portfolio
    • Hilton Worldwide‘s Embassy Suites hotel chain and German software maker SAP (SAP), which are using technologies that make games interesting in order to interact more effectively with customers and employees.
    • The market for gamification will grow to $1.6 billion in 2015, from $100 million in 2011,
    • Gamification is now letting managers push aspects of gaming into marketing, product design, and everyday work experience
    • Nissan Motor (NSANY) brought gamification to its new electric vehicle, the Nissan Leaf. The automaker uses the technology to help drivers conserve fuel.
    • Similarly, cashiers at Target (TGT) receive a score each time they check out a customer
  • « Enterprise search used to be difficult and often unproductive. Now knowledge workers expect role-specific, contextual search everywhere they work and this is becoming more possible. The report notes that search technology is mature and stable; for the most part, bottlenecks regarding scale, security, and connectivity can be easily resolved. »

    tags: search socialsearch relevance

    • Organizations will use search to provide access to and analysis of the real-time flow of internal social content in forums and threaded discussions. This is an important source of knowledge capital that needs to be made accessible.
    • Social aspects will also impact search as more social features come into practice. The authors predict that knowledge workers will also increase their power over enterprise search as they tag, recommend, rename, and re-rank search results on their intranet. Social behavior like tagging and recommending will also become a signal for relevance calculations.
  • « ProjExec 5.0 provides social project management for IBM social software. This is a useful extension as the IBM social software is more focused on collaboration. The benefit works both ways as project management is becoming increasingly collaborative so the IBM suite offers a great set of supporting capabilities to ProjExec. »

    tags: collaboration enterprisesocialsoftware projectmanagement socialprojectmanagement teamwork project projexec communitymanagement communities

    • I know from personal experience that old school project management tools tend to be difficult to use and, even worse, they often put project teams in straight jackets. They require people to conform to the tools, rather than the reverse.
    • we need to empower middle managers to directly run projects and not have them be dependent on project management technicians. A project defines a community so a project manager is also a community manager. The community manager needs to also leverage expertise from the broader enterprise to fill out a team or get advice. Building a project management capability today requires integration with community management and collaboration tools.
    • There is an activity stream Trilog refers to, Facebook style, as the Project Wall. This provides much of the transparency as team member actions auto-generate entries in the Project Wall for others to see. 
  • tags: casestudies CISCO socialbusiness enterprise2.0 adoption communication collaboration communities

  • « Business email remains big despite some attempts to get stuff out of an overcrowded inbox. As IBM mentioned, organizations still consider email to be their most important, mission-critical application. In 2009, there were over 800 million business email users worldwide, and that number is expected to jump to almost 970 million by 2014, according to IDC. For perspective, on the consumer side the numbers are almost identical. There were approximately 760 million consumer email users in 2009, with an expected 950 million by 2014. »

    tags: IBM email collaboration analytics

    • IBM is working on ways to transform email and have it better align with the new collaborative technologies within social business models.  Email is reverting to become closer to its communication origins and collaboration is moving to the new social software tools.
    • Ed said that the activity stream, regardless of location, will evolve beyond simple alerts. It will allow for direct actions.  For example a request for vacation can be approved right in the message with one click, rather than requiring opening another app.  REST APIs allow for this capability and it will be a big productivity booster.
    • IBM is working to embed these actions within email. It is also working to apply analytics to email traffic to determine what might be useful to users.
    • They are also working to make the activity stream more pervasive, as well as more connected to other apps. SAP is one example, of this increased connection.
    • I think the connections achieved through an activity stream, whether it is email based or social app based, will be one of the major improvements of social busines
  • tags: enterprisesocialsoftware productivity enterprise2.0 knowledgeworkers knowledgeeconomy innovation enagagement

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