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Five lessons learned about cross-cultural social networking
Social networking theorists like to debate whether and how much cultural differences impact the way people respond to and interact with social networks.*
Some, for example, argue that networks such as Facebook mainly reflect and accommodate values and norms prevalent in Anglo-Saxon cultures (U.S., UK, Canada, etc.) — which explains why they’re much less successful elsewhere.
Croire en ses outils web augmente leur efficacité
Ce n'est pas la qualité intrinsèque des outils collaboratifs en entreprise qui prime, c'est l’utilité que leur attribuent leurs utilisateurs. Voilà ce que démontre une étude menée l’université de Tel Aviv, et consacrée à la confiance que les collaborateurs mettent dans l'efficacité de leur matériel. Selon l'étude, il est du coup inutile de chercher à tout prix à renouveler le matériel technique ou les plates-formes de partage existantes. Il vaut mieux renforcer la confiance que leurs usagers leur accordent.
Social Networking on Intranets
As people embrace social media in their private lives, they naturally expect to use similar tools within the enterprise. This is especially true for younger workers who use these tools in everyday life. Open communication, collaboration, and content generation are as much a part of their standard toolkit as using a computer or mobile phone.
So, how should companies deal with the increasing expectation that Web 2.0 will drive Enterprise 2.0?
* Taking the slow road means that companies will risk losing workers who expect innovation in the outside world to reflect directly on how they communicate at work.
* Going for quick adoption means that companies must find ways to overcome the risks to corporate culture that adopting these tools can entail.
If your organization is still unsure about what to do with these emerging technologies and how to adapt them to suit its culture, you're in good company. A main finding from our study's interviews is that most companies are not very far along in a wholesale adoption of Web 2.0 technologies — unless "thinking about social software" is considered progress. The oft-repeated refrain from interviewees was "talk to us next year."
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Business need is the big driver. Although our report discusses specific tools (blogs, wikis, and such), enterprise 2.0's power is not about tools, it's about the communication shift that those tools enable.
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So, rather than saying: "X is hot on the Web, let's get it on the intranet," say: "We need to accomplish Y; can X help us?"
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10 Ways to Attract Employees to Your Intranet
Follow these 10 upgrades to increase employee traffic to your intranet—from the easiest to most difficult.
Will social media kill off the intranet in years to come?
The majority of our readers believe the impact of Facebook-style social networks with elements of file and photo sharing, microblogging or status updates, phlogging (phone blogging), vlogging (video blogging), and instant messaging to name a few applications, will mean the end of the traditional intranet as we know it, but equally see the intranet evolve to incorporate large pockets of social networking.
But the reason we need to change the way we communicate is not just due to technological advancements, the principal driver is human evolution.
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As Russell Pearson, communicator and intranet specialist says, there is now a need to realign to meet employee, not application or department needs.
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Pearson, however goes further and believes that the advent of Google Wave, a new communications and collaboration platform that is currently in early testing, as well as social networks being accessible on each other’s platforms, will “accelerate the process of embedding online conversations”.
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A Practical Guide to Implementing Web 2.0 (aka Social Networking Tools) in Your Organization
A lot of organizations are struggling with what to do with a host of costly, high-maintenance technologies that they have introduced in the last decade, hoping these technologies would produce (a) improved internal productivity, and (b) better relationships with customers. They have achieved neither objective. So they're stuck with some very large and expensive lemons, three in particular:
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Real-Time
Conversation: IM + Google Wave -
Virtual
Presence: Screensharing
+ Document Sharing: - 6 more annotations...
Do you have 38 minutes? Then you can help me find a document
A new survey, however, finds that employees at big companies (with more than 10,000 employees) spend, on average, 38 minutes searching for one document -- whether that's on their own computers or their organization's networks, databases or intranet.
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Just 9 percent of the companies responding to the survey have an automated system in place for locating experts.
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Inside corporate firewalls, the consequences of bad findability are less immediate, harder to measure and less visible. The connections to the bottom line results are harder to trace. But bad findability internally will nonetheless lead to death, although a slow and painful one.
Globally local - locally global : Intranet purpose: 3 angles
When you define the purpose of an intranet, there are several angles to examine. Each angle requires making a choice. However, they are not mutually exclusive choices. They are choices about what you decide to emphasize.
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Is the primary purpose to communicate, collaborate or work?
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Look at the intranet and its services from three perspectives: the employee, the business and the enterprise.
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Carnet intranet: L'intranet essentiel, responsable intranet partenaire des dirigeants
• L'intranet est comme un DAB (distributeur de billets): il vous permet de faire ce que vous voulez faire, quand et où vous voulez le faire.
• Si vous souhaitez rendre votre intranet essentiel, il faut identifier un process que tout les collaborateurs doivent faire et le mettre sur l'intranet.
• Measurer, measurer, measurer. (L'approche mesure doit correspondre à la culture de l'entreprise; toutes les entreprises ne peuvent forcément mesurer de la même façon qu'ont fait BA et le Environment Agency.)
• Faites un suivi systématique de tous vos objectifs opérationnels.
• Etudiez de près les besoins et comportements de vos utilisateurs.
• Essayez d'y répondre à leurs besoins tout en vous assurant que vos actions soient bien alignées à la stratégie de l'entreprise en même temps.
The AppGap » » Intranets are not just intranets anymore: Work 2.0, Web 2.0, Enterprise 2.0 commentary and reviews: apps, tools and practices
I spent the better part of yesterday locked in a brainstorming room with a client and my team as we discussed what a next generation intranet should look like. I was struck by how little some business assumptions have changed in the last few years. We forget these assumptions as we strategize, design and build next generation intranets. Here are a few of those assumptions.
Intranet 2.0: Ten Not-So-Easy Steps
Thousands of corporate intranets are seldom-used, impossibly complex beasts. In contrast, next-generation intranets are simple, social platforms that can change the way people work (for the better!). But getting to intranet 2.0 isn't so easy. Here are my ten steps to getting there.
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Step 1: Blow up the old intranet.
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Step 2: Turn users into authors.
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Un Facebook en entreprise ? Mais vous n'y pensez pas !
La deuxième, c'est que l'univers Facebook peut très bien être adapté à l'entreprise, en interne, dans un espace clos. Elle a tout à gagner dans cette humanisation et dédramatisation des rapports sociaux entre ses collaborateurs.
Questions to Ask Before Replacing Corporate Email - Managing Technology - Dennis McDonald's Blog
mail is not necessarily a good collaboration tool. This document discusses some of the questions you can ask about your organization’s current use of email and how improvements can be made
Social Software`s Culture Clash
Procter & Gamble and other mainstream companies aim to overcome their hierarchical, individualistic ways to make room for flexible, open and unstructured technologies.
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