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How to Find In-House Experts at Big Companies
"In-house experts, with their specialized knowledge and skills, could be invaluable to both colleagues and managers. But often workers who could use their help in other departments and locations don't even know they exist.
Talk about a waste! Because of an inability to tap expertise, problems go unsolved, new ideas never get imagined, employees feel underutilized and underappreciated. These are things that no business can afford anytime—let alone in this tough economic climate. Which is why so-called expertise-locator systems have become a hot topic in corporate IT."
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Activities and interactions that occur in blogs, wikis and social networks naturally provide the cues that are missing from current expertise-search systems.
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And social networks can help employees use existing relationships to not only reach out to distant experts but also trust them more than they would complete strangers.
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![[EXPERT]](http://s.wsj.net/public/resources/images/BI-AA294H_EXPER_NS_20091023162022.gif)
Blogging Innovation: Identifying the Innovators in your Firm
"The five attributes the authors identified as relevant for innovation are: associating (making connections across unrelated ideas or problems), questioning (especially focused on "what if" or "why not"), observation (especially observing behavior), experimentation (new experiences or exploration) and networking (especially with people from different industries or perspectives). Let's assume these factors are correct - from my experience they appear to be. Then, let's compare to what happens in many firms today."
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The point here is that most organizations actively work against many of the attributes that would define good innovators.
So, if you are seeking to build an innovation team, or hire people with a greater proclivity for innovation, perhaps you should ask the following questions:
Ex-Employees, Social Networks, and the Reverse Flow of Knowledge
"Traditionally, ex-employees have been viewed as unloyal, traitors and not to be trusted. After all, an employee who leaves is likely taking all their knowledge with them to the next company, right?
But in an economy so demanding of maintaining relationships with talented individuals, does it make sense to cut ties with those who walk out the door? And does it necessarily mean that an organization loses that knowledge altogether?"
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- New communication channels may be established between the old and new firms
- Colleagues from the old firm gain an increased awareness of the new firm as a resource for knowledge
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“When people are viewed strictly as ‘human capital’, the departure of an employee results in the former employer’s loss of that person’s intellect and talent, and the corresponding gain of those same valuable attributes for the company doing the hiring…But Rosenkopf says the picture is different when employees are viewed in terms of ’social capital’. Workers aren’t just silos of knowledge and skill onto themselves, but rather are part of social networks of workers from various firms
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. "
How to build vibrant communities
"Communities don' t just work. The creation and sustaining of communities needs active facilitation.
As part of the SunSpace deployment we created a Community cookbook which covers following topics 200901192239.jpg
* Community overview (CoP,project teams, social networks ...)
* Community build (roles,responsibilities,measures, getting started)
* Active Community management (facilitation tips & tricks, health check )
* Scalability (community driver model, self supporting communities)
* etc."
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- > 25'000 users
- 10 time growth within six month
- > 500 communities
- > 130'000 content objects (wiki pages, attachments etc.)
- > 5.5 million social activities
- consolidation of 3 existing knowledge management tools (aka shutdown these sites )
The implementation of SunSpace has been proven to be successful . Since we launched SunSpace in July 2008 we have
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.
Role of social software and networks in knowledge management
Social software provides an answer to the 'why' question. It is a means of giving people what they want in terms of their traditional knowledge management activities, in a way that also benefits the firm.
Understanding Users of Social Networks
If the ongoing social networking revolution has you scratching your head and asking, "Why do people spend time on this?" and "How can my company benefit from the social network revolution?" you've got a lot in common with Harvard Business School professor Mikolaj Jan Piskorski
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"Online social networks are most useful when they address real failures in the operation of offline networks," says Piskorski.
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Corporate marketers by and large struggle with how to use social networking sites to reach potential customers, says Piskorski, who advises companies on this subject. The problem is that execs think of online social networks as social media and treat it as another channel to get people to click through to a site.
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What Enterprise Could Learn From AI Research History
The analogy itself between neural networks and a real community-based company is striking, and so are the similarities between the limitations of this approach and some Enterprise 2.0 concerns. Neural networks encountered two big problems: relevancy and convergence (they couldn’t ensure to converge onto the desired pattern, and sophisticated training techniques, such as back-propagation, were necessary to ensure convergence). Social media are facing the very same problems in the enterprise: how could we ensure that communities lead to the right consensus for applicable decisions to be taken? I evoked some possible trails in my last post, and this is a crucial point.
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Should, and will, the Enterprise 2.0 follow the same track as AI did? If so, next move would be to get rid of the big business processes we all know, and replace them with micro-processes applicable at individual scale. For instance, the way Japanese coworkers are able to make a consensus emerge from community-based workshops, one of the pre-requisite of Kaizen, rely on their heavy sense of “doing the right thing”. To set up such micro-processes is a radical move from where we are and where the most daring organizations try to go,
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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How 3M Forged a Culture of Collaboration
The Post-it company built and nurtured a system in which employees across divisions are encouraged—even expected—to collaborate
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
Balancing Technology and Culture During a Social Business Implementation
The topic of corporate culture and social computing has been done to death but still seems to rumble on as an undercurrent for many blog posts. Views range from the suggestion that corporate culture needs to be right for social computing to succeed all the way through to suggestions that social computing can act as a catalyst for cultural change. Of course its never as clear as either of those academic stances and when you listen to people in workshops saying, "it's not about the technology, it's about the people," in the same breath as, "the platform has to be perfect," it becomes very apparent very quickly that there is confusion over where the optimum balance lies.
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Let me start by saying the final aim of any social business program shouldn't be to find balance between technology and culture.
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In a company with a good culture they'd see the benefit of sharing and make the best of the tools they have. In a poor culture, one where there is fear or dislike of sharing, it's easy for people to use the drawbacks of the technology or process as an excuse not to share. "It's too cumbersome to upload a document," "It's too difficult to find a time when everyone is available for a meeting." In this case an answer would be to set-up a blog platform. Make the blog platform easy to use. Make the process of posting to the blog wonderfully simple. Those people who didn't share simple because the ways of sharing in the past weren't good enough will now be able to share. Those who used technology as an excuse will still not share.
Chez les développeurs, trop de connexions freine l'innovation
Viktor Mayer-Schönbergeren est persuadé, dans le futur "nous verrons apparaître des poches d’équipes réduites avec moins d’interconnections et un mode de pensée moins grégaire". Elles pourront ainsi prendre plus de risques et s’aventurer à essayer des solutions plus radicales. Il est également urgent de réintroduire une certaine compétition entre les différentes équipes de développement. Et de faire évaluer les projets non par des pairs - comme c’est l’usage - mais par un panel d’experts évoluant dans des domaines légèrement en retrait de celui étudié.
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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Don't Keep Up With Social Technology
The minute you stop trying to keep up, you open a far more exciting possibility: getting ahead with what matters to you, your team and your business.
Taming the Supply Chain beast, Enterprise 2.0 style.
RollStream fixes specific problems – inefficiencies in the supply chain via Private Supplier Social Networks. Counting well known companies such as Walgreens, Owens & Minor, Johnson & Johnson and Tesco as customers, their SaaS solution services the partner relationship lifecycle for retailers, manufacturers and distributors. Business activity-focused capabilities cover partner on-boarding, compliance, performance management and dispute resolution.
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one of the biggest opportunities to enterprises using such social computing technology is be able to to pry open the gates that lock out supply chain access to core processes such as product management, R&D, marketing, end customer support, etc.
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First, no one knows the true power, limitations and opportunities for each component of a product better than the very folks who build them
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