ottobre, 2010

E 2.0 — Lascia un commento
20
ott 10

Who should be Leading the Charge to Enterprise Social Networking Adoption?

With the complexities of today’s global organization from virtual workforces, various languages, disperse global functions and departments and a supply chain that doesn’t sleep.

The toughest job would be the coordination, communication and management of those hundreds to thousands of employees in your organization.   Traditional tools may get the job done with newsletters, email, intranets, mail, and meetings, but are you sure you are reaching, communicating, educating and managing your companies workforce in the most efficient an effective manner?

Are policy changes making it to the front lines in real-time?

Are you able to locate skills-sets within the organization for the CEO’s new projects?

Can you customize your communication by department or job function so it resonates to your audience or do you provide a one-size-fits-all communication?

What if, there was an innovative idea to help Human Resources with one of their greatest challenges?

That is why I would think that Human Resource VPs and Managers should be running to acquire this innovation for the enterprise.

- Allowing each employee to have a profile with skills and experience (similar to LinkedIn).

- Organizing profiles within functions or roles creating groups for similar communications or education. (teams, groups, forums, meetings)

- Providing overall communications – new policy changes, messages from the president. (blog posts, internal communications system)

- Create feedback loops, ratings, surveys, and voting to keep your finger on the pulse of the company, its moral, motivation and culture.

- Provide all corporate documentation in a searchable content management repository complete with the ability to add, update and track all changes.

- In a secure environment, behind your company’s firewall, with encryption capabilities.

    This is only a glimpse of what an Enterprise Social Network (ESN) can do for your Human Resource department.    I am sure you extend that list ten fold.

    But, what you also need to be aware of is don’t get pulled into that this adoption is going to take months and 100s of thousands of dollars or euros.    NOT TRUE!     I am sure some of the larger competitors will want to convince you of that, but I can recommend a option that provides rapid deployment and adoption, the ability to customize your ESN to your needs, and integrate within your system’s infrastructure.

    Take a look at the new…nu+ enterprise social network from Yooplus. (www.yooplus.com)

    You maybe pleasantly surprised.

    P.A. — Lascia un commento
    20
    ott 10

    Parlando di Social Media e P.A.

    La Pubblica Amministrazione ha metabolizzato adeguatamente le varie sfide tecnologiche che si è trovata davanti nel corso degli ultimi decenni.
    Ogni evoluzione tecnologica ha comportato adeguamenti sia sul lato tecnico sia sul lato organizzativo e, quasi sempre, l’impatto maggiore non è stato quello tecnologico.
    Mainframe, Minicomputer, Personal Computer, server e reti, linguaggi e modalità operative differenti sono stati di forte impatto tecnologico ed organizzativo sia per l’ente sia per gli utenti.
    L’ultima frontiera, quella dei portali, della comunicazione Web 1.0, dell’informazione statica, è stata relativamente semplice da affrontare poiché coinvolgeva esclusivamente la struttura interna dell’ente.
    La cittadinanza era spettatrice, né più, né meno come nelle precedenti evoluzioni.
    Tutto il processo era ancora di tipo Top Down.
    La nuova frontiera tecnologica ed organizzativa che la P.A. dovrà affrontare e metabolizzare è il social network.
    È al contempo una frontiera tecnologica e una frontiera sociale.
    È un nuovo paradigma della tecnologia e un nuovo paradigma della comunicazione e del rapporto col pubblico.
    È il sovvertimento dell’approccio, non più Top Down ma Bottom Up.
    La frontiera tecnologica è rappresentata dal fatto che una P.A. non può affidare tout court la propria immagine, la propria comunicazione, e i dati della propria cittadinanza ad un social media che appartenga, e sia governato, da altri.
    I dati appartengono alla cittadinanza, appartengono all’istituzione pubblica e non possono essere ceduti a terzi che ne diventino proprietari. Neppure si può immaginare che per un motivo o per l’altro un ente pubblico possa vedere la propria comunicazione soggetta a censura od oscurata da terzi per motivi di mercato. Sarà necessario che la P.A. si impegni allo sviluppo di piattaforme social, delle quali sia assolutamente proprietaria, almeno in termini di utilizzo, regole, e dati.
    L’idea è che la P.A. si doti di strumenti che possano utilizzare i vari social network come canali di diffusione ed interazione con la cittadinanza.

    Azzardando un parallelo con radio e televisioni, la P.A. deve possedere la notizia, la redazione, il palinsesto, e deve poter usare i social media come ripetitori, satellite e antenne della trasmissione, portando la propria discussione là dove esista il pubblico (Fb, Twitter, ecc. ecc.)

    La frontiera sociale consiste nella necessità di creare un nuovo modo di comunicare partecipato con i propri amministrati, di collaborazione tra enti, di integrazione tra amministrazioni eterogenee e di confronto civile ed urbano. Un sistema che consenta il dialogo interno istituzionale, il confronto delle idee e delle posizioni e permetta di esportare ed importare informazioni e dati da e verso la cittadinanza.
    La cittadinanza gioca un ruolo insostituibile nel web 2.0: partecipa, propone, critica, anche aspramente, necessita risposte sensate, logiche e nel pieno rispetto della legalità.
    Gli addetti stampa, l’ufficio relazione col pubblico sono gli incaricati istituzionali a gestire la comunità sono i blogger dell’ente, sono l’evoluzione del disk jokey in ambito social sono i community manager ( o C.J.) che l’ente dovrà dotare degli strumenti e dei ricettori per gestire l’immagine della PA verso tutti.
    I politici più accorti e gli Enti all’avanguardia possiedono già da tempo un pagina sui social media più frequentati ed è opportuno che si rendano conto che la loro presenza, la loro permanenza e i loro dati sopra ogni cosa, devono essere di loro esclusiva proprietà e replicati in ogni ambito social mantenendo saldamente la cabina di regia al proprio interno al fine di coordinare tutte le varie discussioni che dovessero evolvere separatamente nei diversi ambiti.
    La cittadinanza oggi presente su un social media era ieri assolutamente presente su un altro media, oggi dimenticato, e domani la prevalenza sarà forse su altri social oggi in fase di progettazione in un garage della est/west coast.
    L’ente non può rinunciare ad una doverosa ricongiunzione storica e temporale della discussione e del confronto con la cittadinanza.

    Una sfida quindi non solo tecnologica ma etica e sociale che passa necessariamente sul web.

    E 2.0 — Lascia un commento
    20
    ott 10

    Collaboration Between Marketing and Sales

    Bridging the Communications Gap

    How often is sales (direct, field, or channels) unaware of your organization’s marketing efforts.  You have an annual marketing plan, but as you, and I know, opportunities arise, campaigns are adjusted or cancelled and budgets are cut or expanded.   A marketing plan is a living breathing animal that needs constant care, feeding and grooming.  But how is sales kept in the look, mostly by emails prior to the events taking place, limiting their time and effort to coordinate sales efforts with customers or prospects.   This is the “communication gap” between both organizations.

    But what if sales could have access to marketing’s playbook, calendar and content, 24 hours a day, seven days a week.  What if they could be notified in real-time as changes or additions occur?

    But even more importantly, what if they participate in providing feedback, customer quotes, success stories, tips on what’s working and what’s not.  This is your front-line connection with prospects to customers.   Creating a collaboration between sales and marketing should improve both organization’s productivity and ROI.

    Shared Calendar – Sales would know of events weeks or months prior to taking place and can provide inputs or who’s coming both prospects and customers. Allowing marketing to prepare for them.  Sales can post critical sales meetings and request marketing support.

    Single Repository -  Organized to provide sales the latest tools; sales presentations, templates, demos, videos, brochure and other marketing materials, one click away.   This allows marketing to manage the set of marketing materials in the field controlling versions and updates.

    Sales Tips – marketing can capture tips and ideas across the sales force and channels to create best practices, lessons learned and a, tip of the day blog, for reps to be kept updated.

    New Communications –  Reps can be provided updates anytime and even real-time information with VOiP, Instant Messaging as well as its own messaging system eliminating spam and providing only relevant information, while linked to his/her current email box.

    This could sit on top of your lead generation software allowing your to continue tracking, posting and recording the success of your leads generated from various sources.   But you are adding a social layer of communications and collaboration that didn’t exist or if it did was not with the entire sales force, but those reps closer to home.

    This may be an innovative opportunity to leverage team collaboration tools or an enterprise social network to support this social layer.

    Food for thought…

    SOCIAL — Lascia un commento
    20
    ott 10

    Human Motivation and the Social Enterprise

    Here are four tips based on an understanding of human motivation.

    1. Autonomy – give team members the tools, training and access to information resources to solve problems at all levels of operation.   When leaders provide the tools and coaching for employees to make good decisions within the realm of their jobs, employees are more committed and accountable for owning what they do.

    2. Higher purpose – Show your team members how their efforts make a difference to a higher goal, relating your efforts to overall corporate goals and objectives and your impact.   Providing a sense of purpose and direction with tangible benefits for the company so your employees are growing personally and professionally through their work.

    3. Opportunity to grow – Feedback, polls, and surveys when geared toward making employees better in their work and also geared toward showing what they are doing well, makes employees happier and more accountable. Coupling this with helping people to learn new skills and new experiences they believe there are growing professionally and they are.

    4. Recognized Success – all people have egos and want to be recognized for their contribution to the project or team.  A good manager will share recognition across the team and put the spotlight on everyone but him/her–self.   During tough economic times, it is more important that ever to use non-monitory ways to motivate people. Motivation is not manipulation when you discover ways that result in greater personal satisfaction for employees at the gut level.

    One way to leverage human motivation is to provide them the tools and understanding to create an open and innovation work culture.   An enterprise social network (ESN) does just that.   Obviously, there is the hurdle of adoption and use, but once your team recognizes the benefits, freedom and opportunity. You as a manager can leverage these tips for human motivation within an ESN to create a motivated and productive workforce.   Because, as we know most employees leave because they feel stagnate in their jobs.

    Food for thought…