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  • Ana Neves 9:00 am on March 13, 2013 Permalink | Reply
    Tags: , , , ,   

    What are organizations doing regarding Knowledge Management? 

    Estimated reading time: 5 minutes

    A few days ago, Doroteo Quiroz wrote here a post about “The importance of Enterprise Social Networks in Knowledge Management”. In his post, he felt necessary to provide a definition of what knowledge management is about. That’s because although key to organizational success, this management discipline is still obscure to many.

    Some consider it is a waste of resources; others believe they are too small to benefit from KM; others explicitly say they do not know what it is about or what returns it might produce. Well, guess what? All organizations can benefit from KM. And all organizations already “do” knowledge management.

    Yes, I do believe all organizations already have some kind of knowledge management initiatives and tools going on. It might be regular meetings to share good practices, or “yellow pages” with personnel’s known skills, or communities of practice, or an enterprise social network, etc..

    The key thing about knowledge management, though, is that it will produce much better returns if it is treated strategically by the organization, and not just as a set of randomly devised tools and initiatives.

    In 2010, I carried out a study in which I realized that, out of 220 Portuguese organisations, 42 have a strategic approach to knowledge management, i.e., 42 have a KM strategy and a person responsible for leading it.

    I am currently carrying out the same study to understand the state of knowledge management, but this time in Portugal AND Spain.

    The study is based on data gathered through a short online questionnaire. The questionnaire is done in such a way as to make it fun and easy to fill in (so far, in Spain, 55 answers with a 100% completion rate).

    The questionnaire was also designed as a communication mechanism. It is a way of enlightening organizations on what knowledge management is about, offering ideas of things that can be done, and daring organizations to realize that they all do knowledge management in some shape or form.

    I am extremely curious to see how organizations in Portugal and Spain compare :-)

    So far, out of the 55 organizations that have completed the questionnaire in Spain:

    • 18 have a KM sponsor at Board level
    • 17 have a person responsible for leading the KM efforts
    • 12 have a KM strategy
    • 10 have a KM budget

    Out of the 99 that have answered the questionnaire in Portugal:

    • 39 have a KM sponsor at Board level
    • 30 have a person responsible for leading the KM efforts
    • 22 have a KM strategy
    • 18 have a KM budget

    Do take a few minutes to complete the questionnaire. Help create a better picture, get some ideas, have a bit of fun, and you may even get a prize as a “thank you for your time”.

    Questionnaire for organizations in Spain
    Questionnaire for organizations in Portugal

     

    Ana Neves (@ananeves) specializes in knowledge management, organizational learning, social networks and social tools for the organization. She is the founder of Knowman and the mind behind Cidadania 2.0 and Social Now.

     

     
  • Doroteo Quiroz 9:50 am on February 28, 2013 Permalink | Reply
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    The importance of Enterprise Social Networks in Knowledge Management 

    Estimated reading time: 4 minutes

    Enterprise Social Networks After two months of meetings with external suppliers, when you realize the guy from the Marketing Department, that same one you always find at the water cooler, is capable of developing that software component you need so dearly, you start to think maybe the knowledge in your organization isn’t being utilized or isn’t being distributed like it should.

    Of course, in changing and competitive times like these days, it is impossible to survive without knowing how to manage knowledge correctly in our organizations. Part of that knowledge implies guaranteeing that everyone has fast access to that knowledge. This is where Enterprise Social Networks can lend us a hand.

    Taking the example given in the first paragraph of this post, correct corporate knowledge management would have shortened the time-to-market considerably in the project in question. It probably would have improved the quality of the result too.
    Part of the definition given in the Wikipedia on Knowledge Management refers to the need to distribute knowledge, through insights or experience, within our organization:

    Knowledge Management comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organization as processes or practices.

    One way of aiding the discovery and distribution of knowledge within our organization is by having users with a “rich” profile.

    If everyone in your enterprise social network spent 10 minutes in filling out the information on their profile page, like for example: ask me aboutprevious projectsskills… discovering people who can drive or help the completion of a project would be much simpler or at least would improve greatly.
    This in turn would bring us closer to the basis of all Knowledge Management: Ensuring that people convert implicit knowledge into explicit knowledge.

    This exercise could be later applied to different circles of action. For example, we could offer detailed information on projects and the information generated at Department level, which for a start would allow us to see the Departments not as Cost Centers and start to see them instead as Results Centers.

    Once again, Enterprise Social Networks, like all IT tools, are only mechanisms or means that enable companies to achieve their goals. With this, I mean that before implementing an Enterprise Social Network to share and distribute knowledge, companies need to reconsider their Knowledge Management strategy on which this tool will be based. But that’s another story…

    Still haven’t discovered all the advantages that Zyncro, your Enterprise Social Network, can bring you? You can try it free and manage the knowledge in your company more productively.

    Doroteo Quiroz, a Mexican living in Barcelona for almost 7 years. A loyal believer that the correct implementation of technology can help to change the way people collaborate and work in companies. Currently he directly collaborates in the design and definition of IT solutions at MRW. My philosophy: Live like you are going to die tomorrow, learn like you are going to live forever (M. Gandhi).

     

     
  • Virginio Gallardo 9:00 am on February 26, 2013 Permalink | Reply
    Tags: , , , , , professional brand   

    The revolution is called ‘social networking’, not ‘personal branding’ 

    Estimated reading time: 8 minutes

    Editor’s note: Virginio Gallardo has allowed us to publish this article from his blog where he reflects on how social networks force us to reinvent ourselves professionally and become ‘social networkers.’ We wanted to post it since we share his ideas on how technology, and more specially, social networks transform environments and ways of working. At Zyncro we are prepared for this revolution, what about you?

    Many already understand that social networks bring the promise of a revolution without precedents in our work environment, but based on old paradigms, they basically think that it is a form of networking, a way of promoting their ‘personal brand’, more than a new professional environment. The revolution isn’t called ‘personal branding’, rather ‘social networking’.

    The social networks are perceived by many professionals as a medium that they must be present in to be found, to network and earn notoriety, but that is just the tip of the iceberg.

    The impact of social networks on our professional lives promises to be much deeper. They represent a new work environment where connectivity will be the equivalent to professional efficiency that will form part of our way of understanding work.

    Professional branding and the promotion showcase

    More than a decade and a half has passed since Tom Peters wrote his renowned The Brand Called You. Personal branding as a concept has spread and now is living its golden age with social networks.

    Linkedin was the first step for most professionals in approaching social networks from a professional point of view, seeking to be found, as a macro-agenda, and a tool for employability. However, they gradually heard of and included other social networks initially with the same purposes, but above all, seeking to increase ‘employability’ through personal branding.

    Silently, the Internet has been gradually filled with notoriety search engines. More and more professionals affirm in a loud voice that “if you aren’t on the net, you don’t exist” and basing themselves on the old Machiavellian quote: “Many see what you seem, few know what you are”, try to create themselves an image that “has a high engagement with the target audience.” They seek to become more notorious, more ‘employable’, known by customers/employers and build an ‘appearance’ in line with what is expected of ‘new professionals.’

    The new magic words that start to dominate are called Klout, promotion, impact, relevent benefit for our audience, emotional warmth in communication and conversation… Words that are confused with acronyms and Internet analysis software, with promises of going quicker in what seems to them to be a wacky race that lets them reach the clouds in ‘notoriety on the Internet.’

    The internet as an environment of professional evolution and reinvention

    There is another group of ‘professionals’ for whom the social networks is something deeper, a open door towards a new reality, a virtual reality that provides them with something more than just multiplying professional connections. It provides them with learning to create new forms of professional evolution, to share and reinvent themselves.

    Some of these professionals consider that it is a door of light as opposed to the darkness that their organizations and immediate environment live in, where their voices and concerns are not heard, hold no interest or where they don’t know who to talk to.

    If we learn to listen to the sound of the network, we can hear how the shout of many professionals from the loneliness is answered by kindred hearts often thousands of miles away, sometimes in other countries, sometimes in other languages, but from those you can really communicate with.

    It is another source of information with increasing importance and relevance that complements those that come from their traditional environment. It is a door that many cross without realizing, after having entered for reasons associated with searching for “employability” and notoriety.

    Social networks are the place where you can connect knowledge, ideas, intuition and emotions with those who share common interests or think professionally like you, something sociologists dub communities or tribes.

    For many, social networks ensure the expansion of your ideas. Innovation is ensuring that you form part of the change, that you form part of a community by sharing what moves and interests you.

    The revolution underway: socialnetworkers

    Although these phenomena are important, we imagine that the impact of the Internet will be so complex and deep that it will build a new work environment, a new way of understanding work.

    Social networks will give rise to a new phenomenon that we could call social networking. The socialnetworker uses the social networks to find clients, partners, suppliers, ‘employability’, efficiency, creativity, ideas, knowledge and personal development based on the philosophy of sharing, with their connectivity rather than their notoriety being a fundamental part of their value as a professional, as their resources are on the Internet and they work in networks.

    Although the future is difficult to predict, we can imagine how this new work environment will evolve by analyzing current phenomena like KnowmadsKnowmads, microbusinesspeople or freelancers are knowledge professionals and innovation instigators that are extremely flexible and concerned about their connections and personal development on the Internet, but what makes them real socialnetworkers is they work in networks.

    The socialnetworker uses their connections on social networks as a fundamental base for their work to create or improve goods or services, they use the social networks to optimize their work, as the Knowmads currently do, but in this case for their companies. Will this be our future use of the Internet?

    The only thing we know about the future is that it will be different. We know that it is no use looking with yesterday’s eyes at what will take place tomorrow, because it is not about finding old paths, it’s about creating them and knowing how it will affect us in moving forward or at least being prepared.

    Are you ready for the impact of the social networks?

    Virginio Gallardo is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of “Liderazgo e Innovación 2.0”. This post was originally published on “Supervivencia Directiva“, where you can follow his thoughts.

     

     
  • Chris Preston 9:00 am on February 1, 2013 Permalink | Reply
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    The Five People Your Business Really Needs to Make Engagement Stick 

    Estimated reading time: 6 minutes

    Editor’s note: Today we have the pleasure of presenting a new Zyncro Blog author: Chris Preston, a navigator of the corporate culture, spends most of his time working with interesting companies that create a wealth of stories, anecdotes and cautionary tales. Chris describes himself as a natural Storyteller, but a terrible Strategist – so the blogs should be good, but probably late. Welcome Chris! :)

    Over the last two years Jane Sparrow and I researched content for a recently released book, The Culture Builders. In doing so, we uncovered the five people you really want in your organisation if you are to make engagement, work, stick and pay dividends.

    The examples we heard, from companies large and small, showed us how great engagers (be they leaders or first-line managers) are adept at inhabiting five roles as they look to move the workforce from caring about the business, to being passionate about it – a difference we term ‘savers and investors’. An organisation full of investors (and they do exist) can achieve amazing things and delight and move their customers way beyond the ‘OK’ mark.

    We use the phrase Investor to describe the levels of commitment, involvement and ownership that people feel and demonstrate when they genuinely feel part of an organisation. The five roles get them there – steering, challenging, talking, doing and inspiring.

    So, I guess the question you’re asking is, ‘who are they… and how do I get them?’… Meet the Culture Builders:

    • The Prophet: the one with the vision for the future, forward looking, inspirationally overflowing. This role is all about what’s over the horizon, and we should all be aiming to get there (the past’s a forgotten place).
    • The Storyteller: bringing the journey to life, uses rich language to localise the vision and help people bridge the gap between where we are and where we’re going.
    • The Strategist: keeping it all on track, aligning actions and people with the goal, ensuring ‘it’s for the long term’. Driving consistency of behaviour and longevity of an initiative to ensure a successful outcome.
    • The Coach: Knowing what makes the heart ‘beat’ of the people in their team, and using that knowledge to engage them fully in the activity, to use the engagement process to grow and challenge them, constantly thinking how.

    These first four are what we term the ‘type’ roles, and describe the ways in which we go about engaging the wider organisation. We know from research that there is a preference for the first one, closely followed by the Storyteller. It’s the Strategist that is the least prevalent in managers and leaders – opening up a whole host of issues around longevity of actions and cost for projects (I’ll talk more about this in future blogs).

    The final role is what we term the ‘style’ role, and focuses more on the personal approaches that a leader of people will rely upon:

    • The Pilot: The person with their hand on the tiller, the calm, firm voice in times of change – a style that colours how the person delivers the four ‘type’ roles and steers teams to act and develop in very different ways (we break this role down into three areas: Authoritative, Inclusive and Enabling).

    I firmly believe that these five roles are made, not born in people, and can be attained by focus, effort and determination. Like many areas of leadership theory, the first step is always going to be recognition of what the situation requires and understanding how you personally get there.

    Interestingly, the really high performing individuals that we met did not possess all five in high levels. Rather they had a balance in the four type roles (so either Prophet or Storyteller high, and either Strategist or Coach high). In terms of the Pilot, those that are highly inclusive are seen to do the best in engagement terms.

    So that’s a quick jaunt through the book’s main thinking. In future blogs I hope to move beyond it, and look more widely at how areas such as trust, dialogue and the corporate environment all build or detract Investors in our organisations. Let me know your thoughts, and what you’d like me to expand on – culture’s a whole world in itself!

     
  • Eirene Ramos 9:00 am on January 31, 2013 Permalink | Reply
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    New Webinar: How can I manage my receipts and expenses on an Enterprise Social Network? 

    Estimated reading time: 3 minutes

    Zyncro, your Enterprise Social Network, and Captio, the smartphone application that captures your receipts and processes them so that they can be managed and analyzed, and expenses reports created, partner up to offer a complete productivity solution within Social Business.

    Find out all about this partnership and the benefits that this integration could provide for your company at the Spanish webinar we’ve prepared for you!

    What’s it all about?

    Zyncro’s mission is to socialize the management of all corporate information, and with the integration with Captio includes the socialization of approval, management and storage processes for expenses, enabled by the Captio smartphone application. The technology provided by Captio for the automatic recognition of data extracted from digitalizing expenses can be made the most of and can be incorporated in Zyncro social work flows.

    We’ve prepared a webinar to explain the details of this partnership agreement, necessary for the current international business reality, which is increasingly embracing innovative projects that provide real, quality solutions to improve organizational processes.

    When is it happening?

    The Spanish webinar will be held on two days, you can choose which best suits you, and lasts approximately 30 minutes:

    • Tuesday, February 5, 2013, at 17:30h CET
    • Thursday, February 7, 2013, at 17:30h CET

    Who is giving it?

    The seminar will be given by Patricia Fernández Carrelo, head of Marketing at Zyncro, and Joaquim Segura Cañada, CEO of Captio.

    Who is it aimed at?

    This webinar is aimed at all those businesses that are interested and want to promote productivity in their organizations through a complete solution for Social Business.

    How?

    To participate in our Spanish webinar, you just need to register using this form.

    To find out more about the benefits that this integration could provide your company and to join the social revolution of enterprise 2.0, click on the following link: I want to attend the webinar!


     
  • Jose Manuel Perez Marzabal 9:00 am on January 23, 2013 Permalink | Reply
    Tags: law 2.0, , terms and conditions   

    Companies and Social Networks: legal issues to consider 

    Estimated reading time: 8 minutes

    Editor’s note: Today we introduce a new section to the blog: law 2.0 with Jose Manuel Pérez Marzabal, lawyer who specializes in the internet and e-commerce at MTNProjects. He is also a visiting professor at BES La Salle and a teaching consultant at Universitat Oberta de Catalunya (UOC). He has a Master’s in International Law (LL.M.) from WWU Münster and a Diploma in Advanced Studies in International Law and Economics from the University of Barcelona. Welcome Jose :)

    The web 2.0 phenomenon has had an enormous impact since it became popular in 2004. In the media, we have seen news about its critical mass, the flotation of one of the best known platforms and the infringement of user privacy. However, little public relevance had been given to the issue of its terms of service (TOS) until first Pinterest and more recently Instagram had to modify their terms of service due to copyright issues and those regarding licenses of use of the user’s photographs.

    This post briefly analyzes the specific issue of the general terms and conditions of companies that provide social network services. We refer to the general terms and conditions (GTC) as opposed to the terms of service, as the former is more suitable and comprehensive of the magnitude of the predisposition effect of rules for general agreements.

    The expansion of networks and applications in social environments poses a large number of legal questions for which an easy solution is difficult to find. Regardless, the increase in legal protection in the assessment and compliance of GTC is essential to create stability in the management of electronic transactions and will help facilitate the development of businesses in social environments.

    This modern negotiating technique adapts to the dynamics of networks and applications in social environments thanks to its general, abstract, uniform, rapid and massification aspects. Similarly, the economic interests and risks of their business models also facilitate the management of contracts. The company draws up the terms that are not left to the contingencies of each user, which at the same time allows probabilities and costs to be calculated, thus achieving a better organization of its resources and investments according to its customer base.

    The GTC also give the company a better negotiating ability compared to the user, either by including unfair terms, the exemption from liability, passing risks to users or imposing excessive burdens; powers and prerogatives with no correlation to the terms received in a context of bilateral markets; in particular, in the scope of networks and applications in social environments that depend on data processing, including user segregation techniques and adopting presentation methods, which reduce the number of users who read the GTC, at least until contracting through intelligent agents and other technologies expected in the near future.

    The GTC are presented under the premise take it or leave it. The fact is that should users actual read the GTC, they are unable to understand the legal implications. In practice, a common clause establishes that the parties confirm that they have understood the provisions stated here in their entirety, prior to accepting them.

    More experienced companies in risk analysis and management can more efficiently assess the safeguards of the expectations of risk, and the legal obligations to be conveyed to the consumer -the exact allocation of these risks minimizes the costs of the service on offer-, and optimize the exploitation of user data for advertising based on interests or context. In other words, companies standardize risk, reduce costs and optimize the forms of exploiting users to create their GTC.

    In substantive terms, the GTC of companies that provide social network services should include, inter alia, aspects such as advertising of commercial brands on the platform, the level of service, security measures, handling of personal data and geolocalization, intellectual property of the user-generated content (UGC), and exclusions from liability.

    We should take into account that GTC refer to assumptions that de facto are unlikely to occur, the majority of users have no direct knowledge of the practices of the companies. Technologies such as data mining, or its evolution, popularly known as “big data”, allow service providers to manage their businesses with less exposure to uncertainty in certain areas.

    Access to information regarding user behavior and the sporadic monitoring of their browsing could contribute to a more reliable assessment of their demand, and even allow market segregation. Preferences of users are no longer the most difficult variable to apprehend in the potential demand of a product and become the object of capture in those goods and services more adjusted to the commercial possibilities offered by the network, through “conversations” with users.

    Thanks to the reduction in transaction costs and the disintermediation of the internet, networks and applications in social environments not only allow the company value chain to be optimized, but also the exploitation of business models associated to the same in a global market. Recessions are opportunities and the current situation we are living should be a magnificent opportunity for companies, both multinationals and SMEs, to reconsider their competitive strategy for the network society.

    Post published under the Creative Commons Attribution-Non-Derivative works 3.0 Spanish license. It may be copied, distributed and broadcast provided that the author is cited; derivative works are not permitted. The full license can be consulted on http://creativecommons.org/licenses/by-nd/3.0/es/deed.es.

     

     
  • Patricia Fernandez Carrelo 9:00 am on January 21, 2013 Permalink | Reply
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    “Zyncro helps your business’s working processes, managing and structuring information” 

    Estimated reading time: 9 minutes

    Following the interview we posted with José Luís Alcoba, project manager responsible for implementing Zyncro in the Fiesta Hotel Group, and as part of our series of interviews with companies that have already successfully implemented an Enterprise Social Network, today we would like to share with you the interview with Josep Miquel Piqué, managing director of 22@Barcelona, Barcelona’s Innovation District. Josep shares his experience of Zyncro within the organization, and his opinion on the need for tools that allow us to more efficiently manage the flow of live work information in order to increase the productivity of companies.

    Barcelona has several of the best business schools in the world and a long tradition in innovation. What do you think it still needs to do to improve competitiveness in companies?

    One of my key missions is to promote innovation within the 22@Barcelona district. We can say that Barcelona has already created an “ecology” of innovation. It’s a reality and it is working. There are research institutes, technology centers, new entrepreneurs, leading institutions, investors, etc. Within the field of information management, especially internal information, I’d say that efficiency is the key. At times we can be very efficient but not very effective. We can use resources well, but spend too much time managing them. This is my main criticism of traditional intranet systems, as they are not flexible.

    To achieve more efficient management, what tools do you believe are necessary?

    In order to be efficient, you need to be able to access information easily, manage it and deliver it fast. That is productivity. Essentially, technology, talent and funding are the bases of productivity. Information systems need to enable you to first compile information, then process and share the work, and finally deliver this information to third parties, all done in a fast and efficient manner (with all the required security and confidentiality). Platforms like Zyncro help you to structure and manage this information, not just in repositories and reports, but the entire working process, the actual working documents. That is vital!

    How did the need to use an enterprise social network like Zyncro arise in the 22@Barcelona district?

    Our initial catalyst came from the need to carry out an inter-disciplinary, inter-departmental, and inter-organizational project in Barcelona City Council; the Global Clean Energy Forum project, which took place in October 2011 in Barcelona. The event was led by the International Herald Tribune, but was organized in cooperation with the city of Barcelona. The mayor and other representatives from the city council needed to be involved and we had to coordinate the action.

    How did you reach the decision that the tool that met all those needs was an enterprise social network like Zyncro?

    We needed to openly share documents in different formats (presentations, spreadsheets, texts, etc.). The team was organized around the project, and involved people several different departments in the city council, as well as several different organizations and external providers. Therefore, we needed to be able to share information easily with people outside the city council.

    The information systems we had up to that point were too rigid. They didn’t allow us to do all this easily, as you could only share information with people from the same department. When you work on an inter-organizational project, you need a more flexible tool. Besides, we needed to be able to share this information with people who were not directly involved in the project but who needed to be kept up to date on its progress. Zyncro enabled us to easily create a Zlink that gave them access to the project documentation.

    We also needed to communicate and be able to work from anywhere, when traveling, in a meeting, etc. This meant that the platform had to be cloud-based. With a tool like Zyncro, you solve the need to share information by giving controlled access to external users and to provide access from anywhere in a single solution. This could only be resolved with a cloud-based tool.

    What scope did Zyncro have in the project’s development?

    It was used in all stages of the project: definition, work, preparation and organization phases, and finally in the delivery and report stages. It was established as a basic communication tool for the project director from the outset by including it in the project methodology, and hence it was adopted by the entire team. The project leader needed to be convinced that this type of tool was a resource that would enable the team to be extremely efficient and productive.

    After this experience, how would you sum up the impact that Zyncro has had on the project’s results?

    We can say that the Global Clean Energy Forum organized by the International Herald Tribune was hosted in Barcelona thanks to Zyncro. It proved to be an efficient collaborative work tool for solving the challenge of the project having a set date and time.

    How has the use of Zyncro evolved in your organization after that initial experience?

    That project represented a pilot for us. Now we are working regularly with Zyncro on other projects. The main benefit we have found is being able to work as a team more efficiently and openly, from any environment. Everyone can access the information, even from smartphones.

    For most companies, what is the main benefit of Zyncro in terms of productivity?

    In our case, the benefit is two-fold. As I said before, there are other relatively open internal communication tools, but they are complex in terms of managing user authentication. The problem is we often need to include new users flexibly within the organization and also external users. In addition, we need to be able to give those external users access to specific once-off information, without having to register them on the system, all in a secure, easy manner.

    Another of the things that attracted me about Zyncro is its feature for downloading the latest documentation on the cloud at any given time. It’s like a snapshot of your entire work documents.

    How about your company? How is information managed and structured? How do you work as a group? If you would like to improve information management, productivity and collaborative work, now is the time to implement an Enterprise Social Network. Try Zyncro for free!

     

     
  • Agustín Bosso 9:00 am on January 2, 2013 Permalink | Reply
    Tags: 2013, , , ,   

    10 Social Business Trends for 2013 

     
  • Virginio Gallardo 9:00 am on November 14, 2012 Permalink | Reply
    Tags: , , ,   

    Towards a new paradigm: The social dimension and innovation in business 

    Estimated reading time: 8 minutes

    The crisis we are currently experiencing is a crisis of paradigm, caused by a vision of companies and organizations where collective and social aspects are not relevant.

    The secret to the wealth of a country lies in innovation. But innovation is a social process that requires courage, being willing to reinvent yourself, and above all, leaders who encourage the collective dimension of our organizations.

    The quicker we understand and share that diagnostic, the better. But repeating the name of the medicine “innovation” over and over again is not enough; we need to swallow that pill and implement resources. The longer we wait, the more the crisis will grow.

    The new basis of competitiveness: The new paradigm of the “collective” side

    Our crisis is not a crisis as such, rather a change in social and business paradigm. To emerge from that crisis requires placing innovation as the main business challenge, which means finding new ways of managing talent collectively.

    The new paradigm involves speed, it involves understanding that what we know about the past will help us little in predicting the future. Success will be for those organizations that can learn, relearn and reinvent themselves the fastest.

    Reinvention involves collective learning, having the courage to change, and this requires great measures of leadership that favors collective change.

    The new paradigm involves complexity in a world where expiration and information surplus are unmanageable and that demand new ways of making decisions and a new type of leader who knows how to create collective environments, where the best decisions are made fast, that do not come to a standstill with the complexity.

    The new paradigm has become a management revolution, which is jacked up by technology. It’s a revolution of values that speaks of commitment, transparency, collaboration, meritocracy, creativity and talent as the new bases for innovation, but above all, that requires a new type of leadership that understands the social dimension of innovation, its collective dimension.

    Anchored in the paradigm of the individual

    The door to economic wellbeing, to emerging from the crisis, involves moving forward towards new destinations, proactive innovation or “changing things even when they work well before others do” in companies, social institutions and public administrations. However our leaders and employees still act in line with old paradigms. Our political leaders, our institutional leaders and our business leaders were born and brought up in institutions, administrations and companies created for another more stable, predictable paradigm where they have been socialized in antiquated norms and cultures.

    The economic crisis, the financial crisis, the institutional crisis is a management crisis and economists and politicians are not usually experts on this subject. The main difficulty in emerging from the crisis is a problem of “non-adapting” reference framework and expired cultural values that affect us as a society, but that especially affect our business leaders who should act as driving forces of change.

    Leaders are usually the reflection of the culture of our companies and society. Social change sparks a leadership change and leadership in turn causes social change. An equation that needs to be continuously rebalanced.

    The change of our leaders will happen out of the need for regeneration, for reinvention, for transparency, to understand the new paradigms, due to the cultural change of our institutions and companies: we urgently need leaders who quickly forget the rules of the past.

    The role of the leader as a driving force for a more collective leadership

    Often our leaders are not part of the solution, they’re part of the problem. Instead of promoting new values and new ways of management that generate wealth, they try to apply old solutions to new problems: they request more effort, they don’t ask for more intelligence or creativity; they ask for more discipline and order instead of giving more flexibility.

    New ways of understanding business, human talent, the role of commitment, creativity and the new values are the solution for an economic dynamism that promotes innovation.

    It’s about favoring social and economic environments that encourage new entrepreneurs and leaders. Business environments where the collective and social side are more important.

    Innovation is the business challenge of our century; it is a social process. Leadership is becoming one that promotes the collective aspect and collaboration. Individual talent is necessary but insufficient in itself: creativity and innovation are processes based on conversations, intelligence is becoming more collective, the we needs to be revaluated over the I. This is the major change in our organizations.

    The role of leaders is calling for change, giving more protagonism to social and collective mechanisms in the company. The role of the leader as a driving force for change is fundamental in creating these new innovative environments where the main mission of the leader is to lead others, to create more leaders, to generate learning, intelligence and collective decision in our organizations (businesses, public administrations and social institutions).

    Generating wealth is something done from the company, by the entrepreneurs, by the public administrations and institutions, and if the nature of the rules of management, if the management is based on the past, the so-called crisis is set to continue.

    Will we have leaders to act as driving forces of change? How do we encourage the change?

    Virginio Gallardo is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of Liderazgo e Innovación 2.0. This post was originally published on Supervivencia Directiva where you can follow his thoughts.

     

     
  • Mari Carmen Martin 9:00 am on October 25, 2012 Permalink | Reply
    Tags: , ,   

    Some confusion over the Enterprise 2.0 

    Estimated reading time: 4 minutes

    Many years and events have passed since Tim O’Reilly set the bases for the Web 2.0 at a conference in 2005, where he and other speakers outlined the key features of the Web 2.0.

    At that time, the Web 2.0 was defined as a series of Internet applications and pages that used collective intelligence to provide online interactive services.

    The Web 2.0, among many other features, continues to be characterized by:

    • It enables collective intelligence
    • The effects of the network are highly visible
    • Information is the next revolution
    • It marks the end of software obsolescence
    • Lightweight and easy programming and business models are key features
    • Software has gone to being a device
    • Users seek rich experiences
    • The whole is greater than the parts
    • The value of a group created on the networks increases exponentially, and therefore its implications are profound.

    When the Web 2.0 started to be considered a serious phenomenon, the US business schools came on the scene and started to perform some case studies, and in 2009 the term Enterprise 2.0 was coined with the publication of Andrew McAfee’s book. McAfee, Harvard University professor, defines the Enterprise 2.0 as the use of emergent software social platforms within companies, or between businesses and their partners, using social technologies (social software or social computing) in order to enhance collaboration and make business processes and flows more productive. These tools are part of a platform that can be understood by anyone in the company and last over time. They convert the task of knowledge into a wider, permanently visible experience.

    In some cases, it has been understood as a way of experimenting with new applications. The Enterprise 2.0 concept is much wider, as it deals with managing the company in collaboration, resolving business problems through collaboration, and achieving business results through collaboration. In his book Enterprise 2.0, McAfee makes it clear that new technologies are much more than a socializing part of the organization and that when they are applied intelligently to solve business problems, they help capture information that is scattered within the organization, converting it into knowledge that transforms quickly, generates and refines ideas, and finally brings the wisdom of the community.

    Many organizations confuse this term and often label themselves as Enterprises 2.0 when really they are experiencing evolutionary changes in their business models. For example, the sales of a company reached a higher call percentage via a call center. Due to the evolution of the markets, the changes in the customer behavior, and the implementation of a powerful online platform, the organization then started to change its business model towards online commerce. In this case, the evolution towards an e-commerce model can result in the implementation of collaborative technology and organization 2.0 models, but not the opposite.

    Mari Carmen Martín is a trained Industrial Psychologist and expert in HR. Currently she works for Cloudtalent, a company of the Humannova group, where she is responsible for creating personal branding programs for executives and professionals.

     

     
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