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  • Matthieu Pinauldt 9:00 am on August 15, 2013 Permalink | Reply
    Tags: business culture, , , ,   

    [INFOGRAPHIC] An Enterprise Social Network to align your corporate culture 

    Estimated reading time: 3 minutes

    All companies need to have a strong corporate culture recognized by its employees. Discover how an Enterprise Social Network can help you to install a shared culture in your organization and its benefits.

    Matthieu Pinauldt (@mattpinauldt) is Marketing Manager at Zyncro Francia. After several experiences in major enterprises and becoming a business owner, he joined the Zyncro team to help develop the brand internationally. With a Master’s degree in Technology and Innovation Management from the Université Paris Dauphine, in conjunction with ENS Cachan and Mines Paritech, he specializes in Social Networks and issues linked with innovation.

  • Dioni Nespral 9:00 am on May 15, 2013 Permalink | Reply
    Tags: business culture, , , , , , social technologies   

    The Business Revolution is called Social Business 

    Estimated reading time: 8 minutes

    Editor’s note: Today we would like to start by welcoming a new contributor on our blog. Dioni Nespral (@dioninespral) is Social Business and Digital Innovation Manager at everis. Dioni is an expert in business innovation and sociodigital strategy. With a degree in Business Administration and Management from the Universidad Antonio de Nebrija, he also holds an Executive MBA from the Instituto de Empresa and a Master’s degree in Marketing and Sales Management from the ESIC.

    Fear of change is universal and has been around since the dawning of time. No one likes their surroundings to change and we all dream of the greatest stability possible. However, the era in which we live is established in permanent change and with a differential feature: the speed of change is exponential. Nothing happens at “our own speed”, everything takes place dynamically and somewhat unpredictably. It is the greatest challenge of our era: we live in a world that is instantaneous.

    I’m sure you’ll have heard of many executives talking about growth, improvement, change, and even innovation. You’ll have heard about it on numerous occasions, but are we really getting the best out of our organizations? Are we getting the maximum potential of the people and the talent who work with us? The answer is obvious: No. A big No at that. Once again, we can’t see the wood for the trees. And the wood is immense.

    In such dynamic environments, leadership with a clear vision and an ordered administration is required. We have created fans of the perfect administration that have gradually destroyed (and continue to destroy) different visions that enable us to face incremental changes. The vision-administration mix is more than advisable, because we have become too used to the organization prepared for “no-change” in a world of constant chaos. I suspect that many organizations are not reflected by these words and are looking to start to change towards incremental improvement, growth, diversity, and perhaps, towards innovation.

    A connected society commands a socio-connected organization

    Social Business emerges as one of the greatest solutions for achieving greater speed in companies. When living in such a connected environment, adaptation is essential, and adopting solutions based on the Network philosophy and social technology is the driving force. The speed of change in companies is becoming faster. The behavior of users, citizens, customers, in short, people, is changing in gigantic leaps and this means organizations need to have open constant bridges of connection that are flexible and dynamic.

    Out of this arises the socio-connected organization, which must be one before appearing to be one. Its members need to be connected, it needs to be collaborative, open, digital and innovative. And obviously, in tune with its market’s demands. A company from a dynamic sector is not the same as one in a more traditional market, and hence, the speed of change is slower. Knowing the right speed helps to move fluidly on the business highway of each market.

    And yes, it’s about people. It seems obvious, but change won’t take place if we don’t put talent at the center of our organizations. How easy it is to say this and how complicated it is to put this into practice. This is understandable, as no one has taught us to do this. At the center of the organization, there always needed to be processes, standards, protocols, management. Now, when we look inwards, and try to find how to drive our talent, we don’t know how to do it, because we need to place differential elements that are not as predictable and much less manageable at the center. But that is our challenge and the pending (r)evolution.

    Social Business affects strategy, culture, processes, people, and technology. The impact of the social side is so strong that it reaches each and every corner of the organization, requiring a single sociodigital implementation model for each case.

    Social technologies together with open, horizontal, collaborative and connected communication enable, when used in the company, its adaptation to traditional processes in the organization, favoring tangible benefits like for example, reduced number of processes, improved customer service, generate incremental ideas and innovations, unveil differential talent or intelligent knowledge in the behavior of customers thanks to the analysis of their experience and processing relevant data.

    Initially, changes are organizational and cultural, as the first major decision is to look inwards and promote level structures where people can connect and communicate more easily. Because most new ideas, those that lead to innovation and enable incremental changes, come from the people in the organization. And these individuals need to find a highway that provides a constant and adequate flow.

    Welcome to the next revolution. Welcome to Social Business.


  • Pablo Fuentes 9:00 am on February 13, 2013 Permalink | Reply
    Tags: business culture, , ,   

    Four keys for managing corporate culture 

    Estimated reading time: 4 minutes

    Martin, an employee like any other, inspected the promotional gift (merchandising) HR had left on his desk indifferently. This time it was a T-shirt blazed with “Our Vision and Our Goals”. A few weeks ago, it was a stress ball pimped with “Our values”. Martin didn’t know who he would give this one to.

    Corporate culture, thought Martin. Two words in furor in companies these days which are frequently forgotten in a browser tab or on posters no one sees. Yet there are companies that know how to manage corporate culture, that are successful and competitive.

    So what are the keys that make Corporate Culture in capitals stand out from a mere internal marketing campaign (endomarketing)? Martin checked out the relatoscorporativos.com blog and found the response, four keys for managing corporate culture:

    1. A clear, measurable vision: defining with clarity who we are, what we do and how we will be competitive and profitable in a sustainable way. This vision is based on a mission with specific strategies and goals, which are, of course, communicated with clarity both within and outside the company.

    2. A solid leadership: Sumantra Ghoshal’s quote stays with me: “You can’t manage third generation strategies with second generation organizations and first generation managers.” It is so important to have bosses that listen, delegate, demand, recognize and that help their teams grow. I’m lucky to know leaders like that, like my current boss, nothing like the corporate tyrant opportunists.

    3. A competitive and committed team: People who make the vision theirs and that act towards achieving the objectives. Here I should mention Gary Hamel and his concept of Management 2.0. He maintains that successful companies opt for a new style of control, with natural hierarchies based on trust and leadership. Organizations where employees have more independence and access to information, thus encouraging their creativity.

    4. Going from discourse to the facts: It is crucial to consolidate the corporate culture as we progress, communicating the milestones internally and externally and celebrating them as appropriate. A campaign of the facts, of achievements is an excellent way to value our corporate culture, generating credibility and affinity within and outside the company.

    Martin, good luck.

    Pablo Fuentes is internal communication manager at Telefónica Latin America. On his blog relatoscorporativos.com, you’ll find the best strategies and ideas for implementing communication 2.0 systems, as well as the latest trends in corporate communication.


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