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Manufacturers Tap Social Networks
"Social networking is taking its place among the corporate strategies of a growing number of companies. Manufacturing businesses are no exception. In fact, some of the world’s better-known companies are plunging into the social networking scene in a big way.
Here’s a rundown of what some of them are doing:"
More on Taking Social Media Policies Inside Enterprise 2.0 - Eight Issues to Consider
"Tech Republic recently posted on 10 things you should cover in your social networking policy. There has been a lot of discussion on this topic, including my prior post, Social Media Policy Outside and Inside the Enterprise. Like most policy discussions I have seen, this one focuses on social software use on the Web. However, it remains no less importance to have guidelines that also cover usage inside the enterprise. I think the ten points are very useful and eight apply to internal use, some more than others.
I am listing the points but reflecting on internal issues, rather than the external issues that Tech Republic focused on. I think that 8 of the 10 points are still relevant. "
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The company should encourage the use of social media for business within the enterprise but it needs to convey that in the policy. It still needs to define how it is best used and why it should be used, as well as the benefits.
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“It may seem obvious, but it is important that your policy define what is meant by “social networking” or “social media,” since the term means different things to different people.”
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Discriminatory Twist in Networking Sites Puts Recruiters in Peril
"Sourcing applicants from Twitter or LinkedIn or screening candidates through Facebook or MySpace may open employers to discrimination charges. "
The Attention Question in Social Business
Enterprise 2.0 (and Web 2.0 in general) is a great example of technology increasing the efficiency of the consumption of a resource. By being social we are creating more efficient and useful filters and information sharing capabilities. Whether it is expertise location on an internal social network or the ease with which we can share family photos, we have more efficient ways than ever to interact with large groups of people.
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We need to stop designing tools and platforms which are simply meant to allow people to connect, share and collaborate more. In doing this we are being incredibly irresponsible with the resource we value most
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It is only by creating more efficient ways for workers to do the job they are expected to do that we can create the space and time they need in order to create emergent outcomes.
How Web 2.0 usage is changing over time
Across all categories, the use of Web 2.0 technologies by employees for internal purposes has increased from 53% in 2007 to 65% of respondents in 2009. The largest components of growth have come from using Web 2.0 to develop new products / services internally, to manage internal knowledge and to reinforce the company culture via tools such as internal social networking applications. The companies who have embedded these tools in their day-to-day activities and processes have seen the largest impact by improving communication across silos to reduce duplicate work and leverage experts in other areas.
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In contrast, over the past 3 years, the adoption of Web 2.0 technologies for connecting with business partners and suppliers has stagnated at 40%.
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The momentum we see in the growth of Web 2.0 technologies implies we will see higher penetration in 2010 for using these technologies for employees to collaborate and to facilitate interactions with customers.
How Procter & Gamble Got Employees to Use Social Networking at Work
The Situation: With more than 138,000 employees in 160-plus countries, there are countless opportunities—and as many hurdles—for P&G to connect ideas and expertise. Through its Global Business Services group, P&G is deploying an intranet that allows users to create value beyond their usual circles.
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. Once their use of wikis, blogs and similar tools solidified, P&G selected Telligent's online community application as an enterprise Web 2.0 platform.
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Nearly 12,000 users opted in before there was any formal marketing of the platform.
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Exercising my network
I hate interrupting people by calling them. I hesitate to send e-mail updates because (a) people's inboxes overflow, and (b) I sometimes get dinged because I'm "not personal enough" (although I've come to realize it's mostly a matter of perspective). I've been working on keeping track of birthdays, but I haven't quite gotten to the point of making people feel all warm and fuzzy.
And yet, somehow, people have called me a connector so often that I've come to believe it a bit myself. I've had the pleasure of learning from a great many people. I enjoy being able to connect the dots. I like remembering little things about people and referring to those things after most people would have forgotten. (I think that's driven by my love of in-jokes and play.)
There are two ideas that make it easier for me to keep in touch, and maybe they can help you
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.
MySpace is to Facebook as Twitter is to ______
Twitter and Myspace are different companies in different markets but there is a lot of evidence to suggest that they share, and will always share, the exact same problem. MySpace and Twitter are hugely popular for uses neither company anticipated. The mission of each company is so vague that their products are stretched and molded into a variety of different uses. Instead of targeting and building their business around one of these users they take their sudden popularity as a sign they have a killer product. They don’t.
Social Networking for the Legal Profession
We explore the networking practices and social tools that are currently being adopted by individuals and firms, and provide practical guidance to those looking to get started with an online social networking strategy, including:
Smart Social Networking For Your Small Business - Forbes.com
Anyway, Social Software Tools: A Critical Evaluation offered useful insight into the choices SMBs need to make when moving into social networking. Tony Byrne, founder of CMS Watch, started with a useful breakdown of the complex world of social networking, beginning with separating external and internal applications, depending on whether the connections occur inside or outside your company:
The Future of Enterprise Computing and Collaboration by Alan Cohen
Check out the YouTube video "Alan Cohen, Cisco VP Enterprise Solutions, on Enterprise Strategy" where you will see an interview with Alan Cohen himself, Vice President, Enterprise Marketing, that lasts for a bit over four minutes and which touches base on a number of different topics related to the future of Enterprise Computing and Collaboration, as he has written over at the blog Collaboration - The Workplace: A New World of Communications and Collaboration. Plenty of very interesting and juicy insights on where we are heading with all of this social networking in the business world.
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moving away from the traditional concept of the physical office, where we are now more mobile than ever (With a great set of choices in mobile devices to chose from!); where our work spaces are defined by who we are and how we get connected regardless of the place and the time; where we, knowledge workers, get to define and establish our own "offices" no matter our location or environment to carry out our own tasks.
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And right in between is us, Gen Xers, acting as bridges between both groups and becoming the glue that will help connect both strategists and doers within the corporate environment trying to drive innovation, knowledge sharing and collaboration into a new wave of open, public and more transparent interactions!
SocialText
Who are the effective people you know? They're not just smart and good at what they do. They know how to get things done. In an organization, they know how the system works in ways that aren't written down. They know who really knows what (and that may not be the person with the title). They may not know everything, but they know who knows what. They don't have all the skills and contacts themselves, but they know how to find the key people. In an organization, functional relationships and functional skills are only a part of what makes people successful.
Potential Pitfalls in Enterprise 2.0
First of all, let me recap some of the key fundamentals of Enterprise 2.0 - social networking with friends, colleagues and business partners, collaboration on job specific tasks (possibly on the same platform), sharing and trusting people in the network. So what are the potential problems people might face?
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The problem of work life balance comes into play. Without control, for example, someone might be responding to emails on their honeymoon because a server crash and he saw a SOS on the wiki. We can’t be working all the time. We need to know when to stop.
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However, some teams can never decide on the proper cause of action or agree on certain things.
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Social Networking for IT Organizations in a Recession « IT Organization Circa 2017
I’ve been thinking about a couple of things my CIO clients are wrestling with, and how these might be better approached jointly rather than as separate challenges. These are:
1. How to strengthen Business-IT Relationships in the context of the current economic climate.
2. How to experiment with, learn from and foster Social Networking in the business context (rather than the more common “Facebook-like” personal context.
3. How to sharpen and refocus the role of IT for the global recession.
Do you value your social capital ?
To what extent does your company facilitate social networking between employees split by geographical or organisational distance, or with (existing or potential) clients and business partners? What's the value of this social capital to the company (i.e. the connections within and between social networks as well as connections among individuals). How does it change the nature of opportunities and constraints each person faces, and the flow-on effects to the team and company as a whole?
IBM recently published its research surrounding Beehive (an experimental internal platform designed to blur the boundaries of work and home, professional and personal, and business and fun). The report provides empirical evidence of the power of nurturing social capital in the enterprise.
IBM Social Networking Research.pdf
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And finally, the more intensely someone uses Beehive (meaning more frequent visits and stronger associations with the community on the site) the higher they report their social capital is, across all measures. They have closer bonds to their network, they have a greater willingness to contribute to the company, they have a greater interest in connecting globally, have greater access to new people, and a greater ability to access expertise."
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As with any change initiative, building the right adoption models are equally important as building the right architectural/technical models.
Variation in Experience and Team Familiarity: Addressing the Knowledge Acquisition-Application Problem — HBS Working Knowledge
Team familiarity helps team members successfully locate knowledge within a group, share the knowledge they possess, and respond to the knowledge of others. While team familiarity may help all teams to better coordinate their actions, it may play a particularly important role for teams with individuals looking to apply knowledge from their varied experience. This possibility leads to the question that provides the foundation for this paper: Does team familiarity moderate the relationship between variation in experience and performance?
Networking de crise : Tout sur le Reseau en recherche d'emploi et en poste
La crise offre la possibilité d'apporter, plus que jamais, votre aide à ceux qui risquent de subir ses effets de plein fouet. Le Réseau va sans doute avoir besoin de vous. Soyez présent car ce dernier n'oublie pas et il se souviendra de ce que vous avez fait pour lui.
Research brief links engagement, business improvement to internal use of Web 2.0
# 52% of organizations that adopt blogs, wikis, and social networking tools (among others) achieved best-in-class performance levels compared to 5% for those that didn’t. (Note to Aberdeen: I would have liked a definition of “best-in-class.")
# The same tools were used within organizations that achieved an 18% year-over-year improvement in employee engagement. Companies that didn’t use these tools grew engagement by a mere 1%.
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