Beyond Functional Contribution
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Deck presented at GTEC ni 2008. How web 2.0 and social media can help organizations be better, faster, and cheaper
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This document discusses the benefits of enterprise social software and the Saba Collaboration Suite. It argues that such software can help eliminate information silos, empower knowledge sharing across organizations, and surface relevant information to improve collaboration. Examples are given of how the IRS and other organizations have saved money and improved productivity through real-time collaboration enabled by these tools.Mojo.Pitch.Deck
Mojo.Pitch.DeckKevin Kestler
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This document describes a career management platform called mojoLive. It aims to help professionals better manage their careers by making it fun, simple and rewarding. The platform aggregates all of a user's professional data and experiences to generate a "Mojo Score", and allows users to earn "Caps" (badges) and rewards for career achievements. It also helps employers find innovative job candidates. The founders have relevant experience. An initial beta launch was successful in engaging users and influencers within technical communities through social sharing and gamification elements like leaderboards. Traction metrics like user growth, logins and user engagement are promising.Sym18 296 Ae (Dbaccess Case Study)
Sym18 296 Ae (Dbaccess Case Study)La Red DBAccess
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The document discusses best practices for competency centers, resource management, and teaming. It recommends building fluid teams with a focus on competence, transparency, and leadership. Competency centers should have an outward focus on solving business problems rather than being a labeling tactic. Resource management is key to workforce planning and requires cross-boundary sharing and coordination. Social networking can extend project teams and improve matching by increasing visibility of skills and peer vouching.Strategic HR: Fostering Employee Engagement via Enterprise 2.0 Technologies &...
Strategic HR: Fostering Employee Engagement via Enterprise 2.0 Technologies &...Allyis
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Ethan Yarbrough discusses how organizations can foster employee engagement through enterprise technologies and strategic HR practices. He defines engagement as employees feeling involved and enthusiastic about their work. Highly engaged workforces outperform others by 20-28% and increase profits and operating margins. However, most employees are only "up for grabs" and not strongly committed. Barriers to engagement include information overload, lack of respect, distance between employees, and lack of trust in leadership. Yarbrough argues that technology tools can help by giving employees ways to share expertise, make themselves heard, find and connect with others, and be more successful. Strategic HR should focus on improving the employee experience and making the organization a better place to work through these engagementSocial Networks in the Enterprise
Social Networks in the EnterpriseMartin Koser
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The document discusses social networks and their potential application in enterprise settings. It covers concepts like collaboration, knowledge sharing, informal networks and how social networking tools can support knowledge work. It also examines structural innovations in organizations that allow for more self-organization, emergent behaviors and boundaryless interactions through social connections.Design for Community's Sake - Burton Group Catalyst 2010
Design for Community's Sake - Burton Group Catalyst 2010Gia Lyons
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This is similar to a previous presentation, but includes more details for before and after you design your community.Social Workplace For Govt 2.0
Social Workplace For Govt 2.0dllavoy
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A review of the technical and cultural benefits and barriers to adopting social media inside the organization to aid in collaboration, knowledge management.Social Collaboration And Talent - Knowledge Infusion (Feb 2009)
Social Collaboration And Talent - Knowledge Infusion (Feb 2009)Jason Corsello
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This document discusses social collaboration and talent management. It defines social collaboration as leveraging emergent technologies like wikis, blogs and social networks to enable collaboration. The document outlines how work is changing with a focus on collective intelligence over transactions. It discusses aligning social collaboration with talent management and the need for governance when implementing these strategies and technologies in an enterprise.The Digital Workplace - Building a more productive digital work environment s...
The Digital Workplace - Building a more productive digital work environment s...Oscar Berg
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The document discusses building a more productive digital work environment. It notes that constant change, time pressures, and other factors are challenging for employee productivity. The current digital workplace is fragmented, with silos, lack of collaboration, and tools not integrated or suited for mobile work. It argues for a holistic, people-centric approach called the Digital Workplace to empower employees through improved services, common governance, and a focus on continuous improvements rather than projects.UX-Driven Innovation
UX-Driven InnovationDave Hogue
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When UX strategy drives innovation, the end result is more than technical capability and beautiful interfaces: it is an experience differentiated by helping people surpass their goals and exceeding their expectations while delivering engaging, motivating, enjoyable, and memorable experiences. How can we plan and work toward new products and services while keeping the user in mind? How can we adopt and implement UX strategy? And, most importantly, how can we change the way we identify and pursue new opportunities so that we are leading the pack rather than chasing the competition? Take UX out of the design studio and include it in strategic research and planning to drive innovation in your business.Infusionsoft Socially Enabled Internal Communication Proposal
Infusionsoft Socially Enabled Internal Communication ProposalKimberle Morrison
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The document outlines plans to implement a social enterprise platform at Infusionsoft to improve collaboration, communication, and knowledge sharing among a growing employee base. It discusses research on best practices, identifying target user benefits, demoing potential solutions, and next steps of selecting a platform, launching an initial phase, and driving adoption. The goal is to preserve culture and connectivity as the company scales by tapping into employees' cognitive surpluses through a social workplace.Beyond Functional Contribution
- 1. Beyond Functional Contribution Work and Productivity in the Emerging Web 2.0 World v2
- 2. Introductions and Objectives A little about me A little about Innovapost Objectives for this session
- 3. Agenda Introductions and Objectives Defining Beyond Functional Contribution Along Comes 2.0 The Power of the Collective The Diversity of the Individual Key Takeaways Questions
- 4. Example of contributing beyond your function
- 5. Example of typical contribution
- 6. What is Beyond Functional Contribution? The knowledge our people bring to the organization is greater than the job or function for which they were specifically hired
- 7. Work has changed http://sovietcomputing.com/sites/sovietcomputing.com/gallery2/gallery/258-2/Soviet+Assembly+Line.jpg
- 8. Pressures to Innovate Deliver higher service quality Increase responsiveness to needs and expectations Improve outcomes Contain costs When the rate of change in the marketplace exceeds the rate of change in the organization, the end is in sight. (former CEO of GE, Jack Welch)
- 9. Along comes Web 2.0 Its not just about: Technology Cool Its about: Monologue to Dialogue Everyone Gets a Say Voices Actually Change Opinions Policies Decisions
- 10. Web 2.0 has taught us about the power of the collective
- 11. Web 2.0 has taught us about... the diversity of the individual
- 12. a Better, Faster, Cheaper way Web 2.0 has taught us about...
- 13. Better Faster Cheaper Through The Long Tail PURPLE What we know today Titles Job Description Departments Encoded through repetition Critically important YELLOW Unknown Not well defined Inaccessible Invisible Potential
- 14. A Journey into Web 2.0 June 2005 Gaining employee input into business plan Connecting Sr. Leader and employees Ongoing vehicle for employee debate, discussion, self help Spring 2007 Summer 2007 Connecting work and people Oct 2007 Employee profiles Nov 2007 Jan 2008 Incubator Solution development centralized Harnessing our employees ideas Feb 2008 Early Experimentation Project Based Development Dedicated Development Oct 2008
- 15. Inno Ventures Idea / Investment program at Innovapost Program includes idea submission application, along with process and governance
- 16. A Tool to Unlock the Diversity of the Individual??
- 17. Research Key Themes Knowledge workers are cross-functional Many barriers exist to navigating organization; personal networks key. Contributing beyond functional role is not yet well understood Expressed need for better tools
- 18. Research - Key Barriers Corporate Structure and Culture Its socially uncomfortable to talk to someone new they wont respond to me. if the person leaves who helps me Tenure and Visibility As a new staff member, I usually dont know who to contact Existing Tools We have no employee directory, only an org chart on the intranet.
- 19. The shortest distance to the right people TM We made sure OneDegree was Web 2.0 for the Enterprise Authorship Tagging Networks Signals Searchable / Visible Social TM
- 20. Why are we doing this? Be more productive Engage and empower our employees Provide more opportunity for our employees Retain our employees Be more innovative Build a stronger culture Attract talent they expect this Better connect a diverse employee base
- 21. What Weve Learned Executive Sponsorship Champion Business-led Cross Functional View Experiment & Share No User Documentation You will fail You will succeed
- 22. Conclusion Where Weve Come From Where Were At Where Were Going
- 23. Questions [email_address] No company will build or sustain a competitive advantage unless it capitalizes on the combined power of individualized workers and social dynamics . (Gartner)