IBM Collaboration for Microsoft Outlook, Office and SharePoint Part 3 of 3 – YouTube
IBM Collaboration for Microsoft Outlook, Office and SharePoint Part 2 of 3 – YouTube
IBM Collaboration for Microsoft Outlook, Office and SharePoint Part 1 of 3 – YouTube
Q&A with Yaniv Corem, gamification expert at IBM Research
“Yaniv Corem joined IBM Research â€“ Haifa in June 2010 after completing his undergraduate work at the Technion â€“ Israel Institute of Technology, and earning his masterâ€™s degree in architecture and computer science from MIT. Aside from his enthusiasm for rock climbing and bouldering, Yaniv is passionate about projects that use the “wisdom of the crowd” to solve difficult problems, complete tasks, gather data, and more.”
Gamification is the process of using game thinking and game mechanics in non-game applications to increase engagement. Game thinking can be used to make almost anything fun and encourage people to get involved.
Games bring out that sense of competition within a safe and fun environment, where learning takes place naturally
It’s not just competition that does the trick, but an entire set of attributes that make games such powerful tools for learning. Gamification creates a safe environment in which to experiment without suffering the consequences. It also brings in the aspects of new experiences, cooperation with other players, and just having fun.
Competition can be an extrinsic motivator, for example, for a student competing with other students for the best grade on a test. But competition can also be intrinsic, when people push themselves to achieve a certain goal.
It takes complex learning processes and breaks them up into smaller chunks called levels. At each level, a user/player is asked to perform specific tasks that help teach how to use the product. In return, the users are awarded points, badges, or titles.
An interesting byproduct of gamifying a community is the social analytics, such as finding the major contributors; the most helpful contributions; the interaction among community members, and more.
The report also notes that by 2014, a gamified service for consumer goods marketing and customer retention will become as important as Facebook, eBay, or Amazon, and more than 70 percent of Global 2000 organizations will have at least one gamified application.
Donâ€™t let a millennial determine your strategy
“Iâ€™m often concerned by companies who try and re-invent themselves by focusing on or piloting an new initiative with Gen Y / Millennials. These are the digital natives, the logic goesâ€¦ the ones who have created a connected, always-on world. What better place to pilot our shiny new social engagement strategy?”
they are also the most over-targeted segment of our time. It seems that suddenly everyone wants to create Millennial super-fans who blog, tweet, answer support questions in a forum and create viral YouTube videos on the companyâ€™s behalf.
Their loyalty is extremely difficult to attain and on average their disposable incomes are relatively low, compared to other segments of the market.
it’s time to move beyond the Millenial hype and focus on demographic and monetary reality of an aging, cash-rich and increasingly time-rich population
People over 34 have become the largest segment using Facebook and much of te growth in social networking usage is being driven by people over 34
Millennials may seem like an attractive starting point but they are not the only game in town and they certainly arenâ€™t the only segment that has embraced digital
What Not To Leave Out Of Your Social Business Strategy
Consequently, one of the questions that seems to come up most often is this: What are the necessary moving parts in a social business strategy? What exactly needs to be included and what can be left out? While the short answer tends to be frustrating and uninformative, namely that it depends on what youâ€™re trying to do. The longer answer, fortunately, is more interesting.”
Therefore, most social business strategies, global or at the business function level, should address this as a first class citizen on their roadmaps and in their business case.
Social platform strategy.
The strategy should, when possible, account for how all this social technology should co-exist and where it should be consistent and integrated when they overlap. Functional overlap of social tools and platforms remains a major source of frustration, confusion and duplication in most organizations and needs to be dealt with pro-actively.
I find that the most effective social business strategies often call this something else entirely and plan from the beginning to address risk in simple, straightforward terms without making it a highlight of the effort.
Business process redesign
This means re-engineering business processes from the ground up to be inherently social, open, and participative. How to determine what the changes should be and the process to go about delivering on them must be a primary focus of the strategy effort.
In my view, org design is best split between the global strategy and the functional strategy, with a long-term plan in the former and more immediate changes in the latter. At first, this may just be the establishment of a central support unit for social business.
Communication plans should be multi-modal, compelling, and consist of education, workshops, just-in-time training, and outreach to areas that are having challenges.
Social Means Freedom, for Better or for Worse
“A Stanford Professor quit his job. But he doesn’t plan to go to another prestigious university. Nope. He, like others, has discovered the power of teaching online; in his case, he reached 160,000 students in a single online course on artificial intelligence. This is more than a story of online learning or mass dissemination. It proves a point: What once required a badge and a title within a centralized organization no longer does.
The implications for global education are huge, of course. And that would be interesting enough. But there are also implications for organizational design and talent management for firms of all sizes. “
Nimbleness model #1: Staffing with “concentric circles.”
Instead of organizing in a hierarchical way that focuses on “getting the right people on the bus
,” this model is about building concentric circles of talent that flow and resize as needed.
A construct of circles rather than hierarchies allows an organization to tap into the so-called “freelance nation
,” the global talent pool of the creative class.
Nimbleness model #2: Customer service outside the perimeter.
McAfee did something transformative
to their service exchange by using social. McAfee formed a strong bond of commitment with the hundreds of unpaid technical experts in the larger marketplace who know (and like) McAfee’s platform of solutions. They invited these “McAfee Maniacs” to participate in much of McAfee’s web-based technical support. The most prolific Maniacs posted responses numbering in the thousands.
first line of defense of loyal, committed experts cooperating in the viability of the platform. Customer satisfaction didn’t decline. There is probably no better defense shield than passionate market experts co-opted with a company â€” and for free.
he point of these examples is what these organizations got, not what they cut. They gained fluidity and flexibility â€” important to the demands of the social era. But they also got, in the case of Singularity, the leading edge content people to come together to teach current ideas to what they believe are change-agents who will make the world better.
When you have shared purpose, it doesn’t matter how many people work “in the company” and how many work “with” the company or how many are serving as an army of volunteers who want to advance the mission.
But they will need an extremely clear purpose, and shared, decentralized power throughout. When a clear purpose is coupled with shared power, people can self-organize to reach the goal.
Debate: The Ethics of Crowdsourcing
The four topics addressed in the video are:
* People should be paid for their contributions to for-profit ventures
* It is exploitation to pay people very low amounts
* Businesses should support their countries and communities by employing locally
* Professionals should not do unpaid work”
6 Ways HR Benefits from Using an Internal Social Network
“HR departments are familiar with using LinkedIn, Twitter and external social networks for leveraging talent, but what benefits can they get from using an internal social network at work? I joined the HR department at TIBCOÂ® over a year ago, around the same time we were starting to use our internal social network tibbrÂ®. Since then, Iâ€™ve become quite a power user. Why? Here are my top five reasons (in no particular order):”
Our staffing team started using tibbr to post job openings within the company. Employees would subscribe to an â€œHR Recruitingâ€ subject to hear about the latest positions. We also created private subjects for collaborating with hiring managers and teams to find the specific talent they need.
tibbr made it easy to gather information about our competitorsâ€™ talent strongholds in the market and learn about pending layoffs and rising talent. With such information transparency, we donâ€™t miss out on key talent to hire.
Social intranet for new employee on-boarding
use tibbrâ€™s integrated directory and profiles to learn who their co-workers are; and post messages to introduce themselves and start to have a voice in the community.
Gathering company-wide feedback and information to improve our services
Rather than send out another corporate email and hope employees take the time to open it, we posted a poll to the community asking which training courses they would like to attend.
A new way of engaging employees through announcements
At TIBCO we created a â€œLoudspeakerâ€ subject on tibbr, where managers from each department can broadcast important announcements.
IBM Study Reveals Effect of Gamification Withdrawal
“BM Researchers Jennifer Thom, David R. Millen, and Joan DiMicco conducted an experiment in which they attempt to answer: â€œHow does the removal of gamification features affect user activity within an enterprise social networking service?â€ “
While the introduction of the incentive system â€œdramatically increased the overall levels of contentâ€, the paperâ€™s findings suggest that users who are engaged with gamification in these networks had more activity than those without it and that the removal of these same features resulted in about 50% less activity.
IBM is careful to mention that the study is done within the context of their own work environment and that the effects of gamification can vary among cultures.
Companies considering the integration of gamification into their social networks should understand if the introduction of game mechanics will be appropriate for the work environment it is going to be a part of.
RÃ©seaux sociaux et lien social : osons le vivre ensemble
“Qui peut nier la rÃ©alitÃ© de la vraie vie du social mÃ©dia qui permet lâ€™interconnexion permanente entre les individus et leurs parties prenantes. Avec lâ€™explosion de lâ€™internet mobile de surcroit “Ma Marque digitale” me suit partoutâ€¦ Ã commencer sur mon lieu de travail.
Et pourtant 64% des entreprises continuent Ã interdire lâ€™accÃ¨s des rÃ©seaux sociaux Ã leurs salariÃ©s et 80% des DRH pensent que les rÃ©seaux sociaux sont avant tout un outil parmi dâ€™autres de communication et dâ€™image.
Lâ€™entreprise et par-delÃ ses us et coutumes en termes de management, de communication, mais aussi de business sont encerclÃ©s, voire submergÃ©s par des pratiques et des attentes qui lui sont totalement Ã©trangÃ¨res.”
; lâ€™interconnexion supplante le pouvoir traditionnel de la maitrise de lâ€™information. Jusque-lÃ pyramidale, lâ€™organisation de lâ€™information devient synaptique, que lâ€™entreprise le veuille ou non.
La conscience de sa marque individuelle rend lâ€™individu 2.0 de plus en plus exigeant face au discours aseptisÃ© de lâ€™entreprise.
Ce triste syndrome de la surproductivitÃ©, souvent dictÃ©e par les impÃ©ratifs des marchÃ©s financiers, repose sur trois maux parfaitement identifiÃ©s que sont – le diktat du court terme qui “robotise” lâ€™action et lâ€™humain au profit de la quÃªte de lâ€™excellence dans lâ€™exÃ©cution (y compris chez les managers) – lâ€™interchangeabilitÃ© des dirigeants salariÃ©s incapables, la plupart du temps, de bÃ¢tir un projet humain en parallÃ¨le de leur projet Ã©conomique et surtout de lâ€™incarner – le manque de reconnaissance qui inspire la dÃ©mobilisation , le cynisme et le repli sur soi.
Lâ€™entreprise dÃ©shumanisÃ©e au sens du lien social nâ€™est malheureusement plus un cauchemar redoutÃ©, mais bien une rÃ©alitÃ© dans nombre de cas, mÃªme si le paraitre sâ€™efforce de donner le change
Les nouveaux leaders le seront par leur capacitÃ© Ã fÃ©dÃ©rer, Ã motiver, Ã Ãªtre exemplaire. Parfaitement Ã©quilibrÃ©s cerveau droit, cerveau gauche, ils seront dotÃ©s du don dâ€™ubiquitÃ© 2.0 et feront du partage le moteur de lâ€™action collective.
LÃ oÃ¹ la mÃ©diocritÃ© relationnelle des organisations et leur manque de gÃ©nÃ©rositÃ© ont crÃ©Ã© une fracture de sens de l’utilitÃ©, les salariÃ©s 2.0 vont rÃ©habiliter le goÃ»t des autres.
Digital workplace â€“ points to cover
This diagram is work in progress with three of my clients who have asked me to help them evolve their â€œintranet+collaboration+socialâ€ online environments to a more coherent digital workplace. The slide has also evolved gradually thanks to input from workshops in Washington DC and Stockholm with participants in organizations with different cultures, and a range of experience from a few â€œwell on the wayâ€ to most â€œjust startingâ€ the digital workplace journey.”
Quelques pistes pour le futur des rÃ©seaux sociaux dâ€™entreprise
“A regarder de plus prÃ¨s lâ€™Ã©volution des rÃ©seaux sociaux et lâ€™utilisation des outils numÃ©riques dans la sociÃ©tÃ©, et outre lâ€™aspect mobile dÃ©jÃ exploitÃ© par beaucoup et qui est maintenant une certitude, 3 grandes tendances semblent concerner les rÃ©seaux sociaux dâ€™entreprise : “
Lâ€™ouverture progressive: lâ€™ouverture aux parties prenantes et partenaires de lâ€™entreprise semble se profiler. Certaines entreprises dÃ©cideront dâ€™aller jusquâ€™Ã ouvrir leur rÃ©seau social aux clients, aux consommateurs voire au grand public.
Le social sera vidÃ©o : La vidÃ©o comme Ã©lÃ©ment clÃ© du partage de bonnes pratiques, de la communication interne, du storytelling et de lâ€™expression des salariÃ©s. La vidÃ©o ne sera pas uniquement un objet de lâ€™Ã©change mais bien le vecteur du contenu.
Lâ€™intÃ©gration avec dâ€™autres fonctions traditionnelles : comme on a pu le voir avec les rÃ©seaux sociaux et le recrutement ou avec les mÃ©dias sociaux et le marketing, la tendance sera de plus en plus dâ€™avoir un rÃ©seau social dâ€™entreprise intÃ©grÃ© aux autres activitÃ©s
la fusion avec l(es) intranet(s) de communication : dans un futur proche lâ€™entreprise, ses salariÃ©s et leurs rÃ©seaux interagiront dans un espace unique construit par de nombreux rÃ©seaux (communautÃ©s, groupes, cercles,â€¦)dans une logique mÃ©langeant communication et collaboration, information et connaissance
la gestion des carriÃ¨res avec notamment la mise en avant de compÃ©tences et dâ€™expÃ©riences Ã lâ€™intÃ©rieur du rÃ©seau. MÃªme si lâ€™objectif nâ€™est pas de crÃ©er une marketplace parallÃ¨le ni mÃªme de fusionner le SIRH et le rÃ©seau social de lâ€™entreprise, le dÃ©veloppement des personnes et la gestion des parcours prendra en compte lâ€™action des salariÃ©s sur le rÃ©seau, les compÃ©tences mobilisÃ©es ou exprimÃ©es dans cet espace et la reconnaissance par leurs pairs de ces compÃ©tences ou dâ€™une expertise spÃ©cifique.
le learning, avec 2 tendances majeures : le social learning et le gaming. Il semble Ã©vident quâ€™un salariÃ© qui passe une partie de son temps dans des communautÃ©s au sein du rÃ©seau social dâ€™entreprise Ã partager des bonnes pratiques et des savoir-faire rÃ©alise une action dâ€™apprentissage et quâ€™il se dÃ©veloppe.
Gartner Says Organizations That Integrate Communities Into Customer Support Can Realize Cost Reductions of Up to 50 Percent
“Radical levels of customer service, which account for an average of 75 percent all customer interactions, threaten to undermine the customer’s affinity for brands in 2012, according to Gartner, Inc. It is critical for customer service organizations to figure out how to harmonize customer service processes that sometimes happen with a human support agent, sometimes through self-service and sometimes by peer-to-peer community networks”
By 2014, organizations integrating communities into customer support will realize cost reductions ranging from 10 percent to 50 percent.
By 2015, 50 percent of online customer self-service search activities will be via a virtual assistant for at least 1,500 large enterprises.
Through 2015, the dominant themes in customer service and support will be collaborative customer service processes, application migration to the cloud and support of mobile consumers.
Comprendre la Gamification: du business au social
Reward Value, Not Face Time
“Most employers still tell their employees when to come to work, when to leave, and how they’re expected to work when they’re there. Why not measure employees by the value they create, rather than by the number of hours they sit at a desk?
Too many companies continue to operate by the premise that their employees can’t be fully trusted, and so treat them as children, who must be continuously monitored. “
At the same time, companies who give employees more autonomy have every right to expect accountability. T
Giving people more freedom isn’t just about when and where they work, it’s also about how they work
. As Hew Evans, a Sony HR director in Asia, puts it: “If your manager knows what you’re doing all the time, you’re not doing your job, and he’s not doing his.”
Stop Email Overload
” some companies are taking drastic steps to help workers manage the number of messages they receive. The CEO of Atos, a British IT services company, has vowed to ban internal email by 2015. Volkswagen in Germany has agreed to stop sending emails to certain employees after work hours. If these companies are taking radical action, is it time for you to do the same to counter your own overload? “
Recognize it’s not really about email
According to Allen, email overload is only a symptom of a larger issue: a lack of clear and effective protocols. If your organization has ambiguous decision-making processes and people don’t get what they need from their colleagues, they’ll flood the system with email and meeting requests.
Control your flow
Another way to reduce the time you spend on email is to turn off the spigot of incoming messages. There are obvious practices that help, such as unsubscribing to e-newsletters or turning off notifications from Facebook or Twitte
Clear out your inbox and keep it clean
No matter how much you do the above, it’s still possible you’ll have a clogged inbox. You’ve probably read much of the advice about managing email
, but some of it bears repeating. Start by emptying out your inbox
Take an occasional break
Since email is such a constant presence in our lives, it can be rejuvenating to disconnect from all things digital once in a while. Some do this whenever they go on vacation.
Let the managers go
Most people manage themselves with great success: they manage to get out of bed in the morning, they manage to get dressed, they manage to get to the office on time.
Then, at the office, they meet the “manager” that will manage them until end of the day. That’s at best a paradox, at worst a devastating error.
But is it at all possible to do without managers? Let’s check reality:
Assume that the average manager is paid 3 times the average employee and you have 27% of total payroll cost as a “management tax”.
Still, the question remains; why would it be worth getting rid of management?
There are three good reasons, three negatives to shed:
- The management tax
- The killjoy effect
- The ineffectiveness
1. As a rule of thumb you need one manager per ten employees, invented 2000 years ago by the Roman army (remember dekurions and centurions?)
Be inspired by Rufer, Spolsky and Jobs, but for the alternative framework (Rufer’s seems rather cumbersome if you study it) make a request to your enterprise software vendor as follows:
- He should change focus from efficiency to effectiveness, from “how we do things” to “what things we do”, from “making the old way faster” to “replace the old way”.
- He should without delay create systems that can framework and run workflows even of the Barely Repeatable kind.
- Note that it’s about “flows”, i.e. processes, so tell them not to come dragging with some process-less collaboration solution or social-whatever that they lifted from the consumer market, that won’t wash.
In short, the dual responsibilities of a “manager”; leadership and managing, are in fact two counter forces that should never be handled by the same person: While leadership is all about nurturing those three intrinsic rewards, any “management act” will ruin that important nurturing.
Eh oui, productivitÃ© et social font bon mÃ©nage !
“La productivitÃ© sociale ou Social Productivity rÃ©sonne soit comme la question de la compÃ©titivitÃ© du corps social, soit â€“ et câ€™est plutÃ´t le lieu de Collaboratif-info – de la productivitÃ© des rÃ©seaux sociaux, sous-entendu dâ€™entreprise.
Et si ces deux concepts avaient au fond un lien fort ? Et si aujourdâ€™hui, la compÃ©titivitÃ© des entreprises passait par leur capacitÃ© Ã se dÃ©ployer sous forme rÃ©ticulaire et donc Ã penser, agir en termes de rÃ©seaux ? Câ€™est ma conviction. Les gains de productivitÃ© dans lâ€™Ã©conomie du savoir, viendront de lÃ . Et quelques faits rÃ©cents me donnent Ã penser que la tendance sâ€™accÃ©lÃ¨re.”
AprÃ¨s Sales.com (Vends !) voilÃ Do.com (Fais !) : des injonctions Ã faire, Ã vendre, donc Ã Ãªtre productif in fine. Mais avec le social comme accÃ©lÃ©rateur, voilÃ la mÃ©thode et la logique. Et la promesse : le social est le booster de votre productivitÃ© au sens large.
Car il ne sâ€™agit pas tant de travailler autrement, au sens de faire des choses diffÃ©rentes, que de garder le socle de base de son travail et de ses objectifs, et de comprendre que la socialisation de son activitÃ© est clÃ© pour progresser.
Il devient alors possible de mesurer ce que chacun fait, alors que dans un systÃ¨me de conversation la valeur est difficile Ã mesurer, bien que prÃ©sente.
Mais cette quÃªte de productivitÃ©, pour autant quâ€™elle remette lâ€™Ã©glise au centre du village (ou la mairie dans sa dÃ©clinaison laÃ¯que), ne doit pas faire perdre de vue que le social a apportÃ© une autre dimension encore plus structurante que ce potentiel de croissance : lâ€™Awareness, cette capacitÃ© Ã voir large et loin.
Un rÃ©seau social dâ€™entreprise apporte un champ nouveau de comprÃ©hension des enjeux et de la vie de lâ€™entreprise.
Go With The Customer Flow Â« Social CRM ideas by Mark Tamis
“Social Media; these interactions represent only 1% of company-customer interactions, and are expected to grow to 4% in five yearâ€™s time in France (Les Echos). In other words, 99% of interaction take place outside of Social Media! This to me leads to a very fundamental question about whether we are suffering from the Shiny Object Syndrome with regards to Social Media and customer engagement. Because we now have access to customers and prospects through these new channels, there is a real temptation to focus only on these without looking at why and how people are using these media in the first place, and where they fit into what I call the overall flow of getting to their desired outcomes.”
We get distracted from the bigger picture and go off in tangents â€“ â€œyou need to increase your Likes on FaceBookâ€, â€œcustomers expect answers on Twitterâ€ â€“ whilst at the same time neglecting the Contact Center experience or the in-store and post-sales ones (think Twelpforce
you need to map your customersâ€™ journeys, identify the touchpoints and find out what customers need and expect at each of them to determine your service blueprint (Design Thinking
We should certainly not lose sight of the fact that there is a whole world out there beyond Social Media that impact the Customer Experience!
On the road to the New Models of Social Enterprise
Culture Vs. Strategy Is A False Choice
“A strong culture is important, and for all the reasons Parr mentions: employee engagement, alignment, motivation, focus, and brand burnishing. But is it the most important element of company success, as the more ferocious of the culture warriors assert? Is long-term success, as Parr writes, â€œdependent on a culture that is nurtured and aliveâ€? If history is any guide, the answer to both questions is no.”
Certainly, Southwest Airlines has a great culture and funny flight attendants. Employees seem genuinely enthusiastic about their employer. But Southwest also has a great strategy: no-frills service, a young fleet with a limited number of planes flying mostly short-hops from formerly secondary airports, and inexpensive and flexible labor agreements relative to other airlines
Parr attributes the success of Zappos to a culture that is â€œinclusionary, encouraging, and empowering.â€ Customer service representatives write zany emails and company leaders have often affirmed their belief that if you get culture right, success follows. But Zappos also has fast delivery, deep inventory, a 365-day return policy, and free shipping both ways
Businesses are economic as well as human entities, and need to be built on a solid base of sustainable competitive advantage. Culture can reinforce strategy, as it does Zapposâ€™ strategy of customer convenience. But it canâ€™t prevail if a strategy is poorly conceived or the company faces competitors with superior strategies, resources, and positioning
The same goes for culture and strategy. You donâ€™t have to choose. Culture doesnâ€™t eat strategy, and the company that lets culture do so is likely to starve.
Leadership 2.0 : rÃ´le, implication et avenir du top management
“Mais quâ€™attend-t-on vraiment du top management ? A Ã©couter depuis quelques annÃ©es les principales questions sur le sujet, 3 interrogations remontent rÃ©guliÃ¨rement : son rÃ´le, son implication, son avenir. “
Son rÃ´le : il doit initier la dÃ©marche ou du moins la permettre et surtout la supporter, lâ€™encourager, la sponsoriser. Cela signifie de ne pas la restreindre, ne pas la limiter et bien comprendre les tenants, les bÃ©nÃ©fices et les modes de coordination associÃ©s afin de les plÃ©bisciter. En contre partie il doit accepter de ne pas tout contrÃ´ler
En Ã©tant rÃ©guliÃ¨rement connectÃ©s avec la dÃ©marche ils peuvent aussi identifier des issues nouvelles, des applications diffÃ©rentes et lui donner la visibilitÃ© quand nÃ©cessaire. En Ã©tant au cÅ“ur des nÅ“uds de circulation de lâ€™information ils peuvent aussi utiliser des savoir-faire ou des expertises dans la construction des thÃ¨mes stratÃ©giques de lâ€™entreprise.
MÃªme si je suis un fervent partisan des principes de lâ€™auto-organisation en ce qui concerne le fonctionnement des communautÃ©s
, cela ne veut pas dire quâ€™Ã un niveau plus macro il ne soit pas nÃ©cessaire dâ€™avoir une Ã©quipe dirigeante afin de donner la direction et servir de repÃ¨re et prendre des dÃ©cisions globales.
Certes, leur fonctionnement devrait Ãªtre modifiÃ© en prenant en compte les contenus des communautÃ©s et les thÃ¨mes abordÃ©s dans leur rÃ©flexion. Certes ils vont devoir promouvoir des attitudes de leadership appropriÃ©es et convaincre le middle management quâ€™il vaut mieux Ãªtre au cÅ“ur de la circulation de lâ€™information plutÃ´t quâ€™en dÃ©tenir une seule que tous les collaborateurs vont aussi se procurer grÃ¢ce au rÃ©seau
Donâ€™t Ask Community Managers To Be Strategists | Business 2 Community
Over the past few weeks I have participated in a suite of webinars and talks about online communities and their growing role in functional areas such as customer care. I have listened to, and debated with, countless community management specialists about community management best practices. Iâ€™ve heard a lot about keeping business strategy and community management aligned. Thereâ€™s no question this is a critical success factor for social business â€” but the issue is whether or not this responsibility is part of the charter for the online community manager role.”
Placing responsibility for business strategy on the community manager will ruin many a promising online community, with lasting negative consequences for the business, the brand and, most of all, community members and customers
Letâ€™s look at the role of online community strategy. It starts at the highest level, based on the organizationâ€™s mission and vision, and then proceeds to the business goals and business processes for the community itself. It is a line-of-business function led by an executive stakeholder responsible for strategic alignment based on the goals, metrics, measures and ROI.
The second role is that of online community management. The crucial task for this role is delivering value to the community participants â€“ the members. Full stop. If the community serves member needs and builds high-value customer/supplier/prospect relationships, it can achieve the strategic goals established by the business organization.
Adding business strategy leadership to the community managerâ€™s role renders them ineffective, unable to succeed at either task. Keep in mind the community manager is the voice of the members back into the organization, and is charged with serving member needs. Asking the community manager to view her community through the lenses of both the business and the members is a prescription for blurred insights, mixed messages and reduced trust on both sides.
The reasons for this separation of roles is primarily around skill sets.
Edge Perspectives with John Hagel: Pull Platforms for Performance
“We live in a world of mounting performance pressure. Our Shift Index reveals that return on assets for all public companies in the US has eroded by 75% since 1965. Companies clearly are failing to respond effectively to these mounting pressures. If we hope to turn this around, we need to step back and take a systematic look at the performance levers that drive these results and question the approaches of the past. “
Most businesses can be understood as bundle of three core operating processes, each driven by a unique performance lever. These three operating processes are: customer relationship management, product innovation and commercialization and infrastructure operation
In most industries, customer loyalty is eroding, leading to a significant reduction of the average life of a customer. To make matters worse, margins are eroding as well, diminishing the profit generated per year of a customer relationship. In many industries, the cost of customer acquisition is also rising
Brand used to help a lot in charging a price premium, but the brand premiums are rapidly eroding in most industries. As if that is not bad enough, the cost of developing new products and services is also increasing in many industries.
Margin pressure reduces profit generated per year, accelerating technology and consumer preference changes diminish the average years of asset viability and cost of building/acquiring assets tends to increase.
it’s hard to manage these levers, if they are not even measured. I continue to be amazed at the number of companies that have yet to even systematically measure and monitor these levers
In fact, the Pareto principle is often missed by companies â€“ 20% of the customers, products and facilities usually generate 80% of the profits. But which 20%? Few companies can answer this with any assurance or precision.
One way to start improving performance dramatically is to ask two questions. First, what are the characteristics of the 20% that generate the 80% of the profitability and is there anything that can be done to increase the share of these highly profitable parts of the business? Second, is there a compelling reason to retain the other 80% of customers, products and facilities given their low contribution to profitability and, if so, what can be done to increase their profit contribution?
Measurement is just the beginning. The key is: what actions can managers take to improve the overall performance of these operating levers? Unfortunately, the prevalent instinct of executives as they focus on these operating levers is to cut costs.
cutting costs is a diminishing returns proposition. The more costs are cut, the harder and harder it will be to achieve the next increment of cost reduction.
What if we viewed the ideal customer relationship as one where I, the vendor, seek to build an expanding platform to help customers connect more effectively with the resources that are most valuable to them individually?
What if we began to re-conceive products and services as platforms that would invite and support third parties to add customized modules and extensions to the functionality available in the core platform?
we might explore ways to make it available to third parties so that we can increase utilization of the resource and generate more profitability from our investment.
I explored this option in a Harvard Business Review article â€“ Unbundling the Corporation
â€“ which has gotten a lot of attention from executives around the world. The article had a provocative proposition â€“ companies will ultimately have to choose one of three business types to focus on and shed the other two.
Surprising Findings About Mobile Worker Collaboration | Fast Company
“The last few months have seen a spate of end of year surveys and forward-looking prediction reports that examine the workplace â€˜digital transformationâ€™ to a more collaborative work environment with greater worker mobility. Below, I have captured some of the report highlights, providing links to the studies that can be accessed online.”
88% of executives report employees are using their personal devices for business purposes today.
Very few executives (just 20%) believe that allowing personal computing technologies in the workplace will benefit recruitment and retention efforts for younger workers.
By 2015, 35% of enterprise IT expenditures for most organizations will be managed outside the IT department’s budget.
The three top reasons why companies are finding it hard to implement tools like analystics, mobile technology, and social media for business are: missing skills (77%), cultural issues (55%), and ineffective IT (50%).
A Definitive Guide to Social Intranet Strategy
“A social intranet is only one part technology, and two parts people and process. In fact, technology is only an enabler, and may only be worth 20% of the total value of an intranet.”
People and process drive the social intranet â€“ governance and content make it sing.
The first ingredient to a social intranet is of course people: executives, managers and front-line employees who depend on social media to communicate and collaborate with each other on a daily or weekly basis. Unfortunately, executives arenâ€™t quite pulling their weight when it comes to contributing regularly to Intranet 2.0 tools, stifling many organizationsâ€™ attempts at turning their intranet into a social intranet:
Giving employees free reign of Intranet 2.0 tools doesnâ€™t come without risk. To mitigate that risk, you need to plan accordingly and support the tools with the proper governance, standards and policies before rolling out these tools and giving employees full access.
The best social intranets comprise a consortium of social intranet tools: blogs, wikis, user commenting, tagging and forums, to name a few. The results of the Social Intranet Study show a wide range of Intranet 2.0 tools being used in organizations today. The top three are:
Defining The Connected Company: Social Data + Apps + All Modes of Participation | FlickrÂ : partage de photosÂ !
La relation client adopte les rÃ©seaux sociaux
“Si la banque a intÃ©grÃ© tÃ´t les rÃ©seaux sociaux dans sa stratÃ©gie de relation client, le mouvement n’en est encore qu’Ã ses dÃ©buts dans beaucoup de groupes. Â« Les entreprises ont pris conscience des besoins, mais beaucoup n’en sont encore qu’Ã la phase d’Ã©coute sur ce que l’on dit d’elles. En revanche, elles ont compris qu’il s’agissait d’un vrai changement de culture”
La bonne utilisation de ces derniers rÃ©clame en effet de faire Ã©voluer son organisation. Ne serait-ce que pour s’adapter Ã l’instantanÃ©itÃ© des flux
L’autre enjeu, de taille, consiste Ã impliquer l’entreprise dans son ensemble. Â« De plus en plus de personnes y sont exposÃ©es Ã la relation client Â»<!—-><!–I–>, remarque Laurent Dupuytout. Ce qui nÃ©cessite d’amÃ©liorer la coordination.
la Â« rÃ©volution en cours autour du “social CRM” prendra de deux Ã trois ans au maximum Â»<!—-><!–I–> pour devenir une pratique partagÃ©e par la majeure partie des entreprises. Alors qu’il a fallu cinq ans pour avoir une approche multicanal incluant Internet.
DRH, mettez-un peu plus les mains dans le camboui
La crise aurait du rÃ©vÃ©ler les DRH comme les sauveurs de la rentabilitÃ©, de la productivitÃ© et de la crÃ©ativitÃ© ! Bref, cette crise aurait du permettre Ã toute lâ€™entreprise de voir que les RH agissaient pour le bien de tous et participaient Ã la crÃ©ation de richesse.
Cela a Ã©tÃ© presque le cas. Presque
La crise aurait du rÃ©vÃ©ler les DRH comme les sauveurs de la rentabilitÃ©, de la productivitÃ© et de la crÃ©ativitÃ© ! Bref, cette crise aurait du permettre Ã toute lâ€™entreprise de voir que les RH agissaient pour le bien de tous et participaient Ã la crÃ©ation de richesse.
Cela a Ã©tÃ© presque le cas. Presque
dans certaines entreprises, les Ressources Humaines sont devenue un Â« Capital Humain Â» trop important pour Ãªtre laissÃ© aux RH sans la supervision des adultes ! On voit depuis 2008 des services RH rattachÃ©s aux directions financiÃ¨res. Donnezâ€“nous des mÃ©triques, des ratios et des rÃ©sultats ! Et nous voilÃ Ã devoir nous adresser au service achat pour acheter de la formation, acquÃ©rir de nouvelles compÃ©tences et optimiser nos recrutements.
Avant de rejeter la faute sur le patron, nâ€™est ce pas aussi la faute du RH qui ne sait pas montrer son implication dans lâ€™entreprise
PremiÃ¨re action, simple et concrÃ¨te pour le RH en quÃªte de lÃ©gitimitÃ© : passer 10% de son temps (soit Â½ journÃ©e par semaine) sur le terrain
NÃ©gocier et vendre doivent Ãªtre une seconde nature pour le RH.
TroisiÃ¨me partie Ã ne pas nÃ©gliger : Passer 10% de son temps hors de lâ€™entreprise ! Je ne vais pas vous rappeler quâ€™il nâ€™y a pas que les Ressources Humaines qui ont mauvaise rÃ©putation, lâ€™entreprise aussi !
En rÃ©sumÃ©, avant de parler de la Â« dimension stratÃ©gique Â» du rÃ´le de DRH, il faut commencer par reconstruire la confiance grÃ¢ce Ã plus de proximitÃ©, de relationâ€¦et de travail physique
When your audience says: â€œNo time. No money. No thanks.â€
“The problem was that I was talking about what I had instead of talking about what they needed. They didnâ€™t want yet another tool or thing to do. They wanted help.
So I started over.
â€œOur goal is to make things easier for you. Easier to find answers and experts. Easier to share better ways of working with people who do what you do. Easier to coordinate work in your group and across groups.
If we make all of that easier, weâ€™ll make your jobs better while we unlock tremendous value for our company.â€”
Sometimes, you need to go to a place â€“ a destination â€“ to get things done. It could be the latest information on a project or about a client or a product. Itâ€™s just a website, but a website with some modern advantages
And the tools themselves are convenient and engaging. That means iPad and iPhone access, for example. It means consolidating several of the tools we have into one place. And it means integration with our email system, Outlook.
The second way we make things easier is with a Facebook-like stream. It lets you follow things you care about â€“ people, groups, documents, websites â€“ and get notified in real-time. The things that matter to you are delivered in a way thatâ€™s easy to skim quickly but that also allows for comments and other feedback.