Bertrand Duperrin's Library tagged mindset → View Popular, Search in Google

May

2012

Moving from tactical social media experiments to social business transformation

"The elephant in the social media room at the moment is that most corporate social media initiatives to date have been tactical experiments. Of those, few have generated meaningful business results. Sure, people have built up Facebook Fans and Twitter followers or they have launched the odd viral video on YouTube. They have claimed these as a success, but in reality these metrics should never be the end goal. "

thecustomerevolution.blogspot.fr/...rom-tactical-social-media.html

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socialmedia socialbusiness transformation businessmodel culture mindset technology operations businessoperatingmodel

A relatively small number of companies have pushed things further and achieved real, transformational results
Most large enterprise clients I meet acknowledge that the age of social media experimentation is now coming to an end. They want practical advice as to how to move from social media experimentation to social business transformation.
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- Business model – the ability to digitize products and distribute them at mass scale or to a micro niche (both enabled by social networks) can radically challenge an existing business model.
- Culture & mindset – one thing that is clear from the failure of many social media experience is that applying an inside-out mindset to social can backfire spectacularly.
- Technology – The pace of change within social technology is so fast that it places huge pressure on the traditional IT operating model.
- Business Operating Model – perhaps the toughest and most under-appreciated challenge of social is to the business-operating model. They way people are incentivized, reporting lines, business objectives, ways of working can be placed under intense pressure by social.

Mar

2012

A new framework for supporting learning and performance in the social workplace

"What will be required is a completely new range of services – which we might call non-training services – that are focused on supporting continuous performance improvement and learning in the workflow as people do their jobs.

The Workplace Development Services (WDS) framework has therefore been developed to help organisations understand the range of new services and activities that will be required, as well as the tools and platforms to power these activities, and the new skills and mindset involved."

socialenterprisetoday.com/...rmance-in-the-social-workplace

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1 – Training/Instructional Services

This service area will continue to design, deliver and manage training, e-learning and/or blended learning events. However the amount of this type of intervention is likely to reduce over time as other forms of learning are seen to be more effective.
2 – Performance Support Services

This service area will focus on providing access to, and supporting an individual’s use of a range of resources (content and people) for performance improvement. Activities will include creating (top-down) resources like job aids, e.g. by re-purposing courseware, but will also involve supporting the creation of employee-generated content,
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- 3 – Social Collaboration Services
  
  These (non-training) services will focus on supporting collaborative working and the building of internal networks, communities and collaboration spaces. These will become key elements of building and supporting the collaborative culture of a social business – where informal, social learning is its bloodstream.
- 4 – Performance Consulting Services
  
  This service will focus on finding the best solution to a learning or performance problem, which may well be a training/instructional solution but is more likely to be a performance support or social collaboration solution. These services will focus on identifying the root cause of performance problems and proposing appropriate solutions
- TOOLS & PLATFORMS
  
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  Although authoring tools and Learning Management Systems have gone “social” – i.e. by adding the functionality for social interactions within courses, like blogging, discussion forums and real-time activity streams, instructional tools won’t be the right tools for the new activities
- SKILLS
  
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  Supporting new ways of working and learning will require a wider skillset than is currently the case. It won’t just be about instructional design or LMS administration, but will require performance consulting skills, business skills, social media skills, collaboration skills and community management leadership skills
- MINDSET
  
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  A key aspect of this Framework is that it requires a new mindset. This means recognising it is no longer just about using traditional “command and control” approaches (that are employed in most training solutions to try and force people to learn), but will also involve encouraging and supporting people to engage in new collaborative activities to support one another as they wor

Sep

2011

5 Things You Need To Know About (Social) CRM (Definitions) « Wim Rampen's Blog

I think trying to define something is a very good exercise to understand what you are dealing with or what you are trying to do it for. It also helps to communicate internally. And regardless of what many say, I don’t think there are enough definitions of (Social) CRM, at least not good ones.. But that is a personal opinion, not relevant to today’s post.

wimrampen.com/...w-about-social-crm-definitions

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socialcrm process strategy philosophy mindset capability technology practices performance customer relationship

I think trying to define something is a very good exercise to understand what you are dealing with or what you are trying to do it for. It also helps to communicate internally. And regardless of what many say, I don’t think there are enough definitions of (Social) CRM, at least not good ones.. But that is a personal opinion, not relevant to today’s post.
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- CRM is more successful in highly commoditized industries, because there it provides a way to differentiate oneself from competition.. (yes.. CRM is what people mean they need when they say that Customer service must be a differentiator. They just don’t always realize it..)
- CRM is at its best when it is supportive of a business strategy of differentiation and/or cost-leadership.
- This is an important reality check.. Research shows as much as two thirds of your Customers do not really want a relationship with you.
- And the worrying part is that it’s mostly the young and wealthy people who are not interested in these relationships.
- Most Customers are just connecting on-line with brands for the purpose of getting a perk or discount. They are not there for the engagement.