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  • Ana Asuero 9:00 am on December 18, 2013 Permalink | Reply
    Tags: business social networks, , , , ,   

    3 Things Your Business Needs In Order To Be Social 

    Note from the editor: A few days ago, Innovación Chile (Innovation Chile) published this article we wrote together about innovations that businesses need in order to be social. Today we share it with you :)

    The Enterprise 2.0 has been a reality for several years now. The concept of Social Business has long ago been left behind as just fashionalbe, and now converted itself into a business reality. But, do you really know what it means to be an enterprise 2.0 and practice social business?

    Some still think that this concept is about having accounts on social channels like Twitter, LinkedIn or Facebook. But it is not. Being a social business or enterprise is much more than being present in social tools. Being a social business involves creating and launching a transformation process of the way work is done and business is completed in organizations, applying new forms of communication from social networks to the business world and taking advantage of opportunities to transform businesses in organizations improving communication, connectivity, collaboration and productivity.

    Being a social business is not only a question of tools. It implies a cultural change and process that changes the organization in all of its layers. An Enterprise 2.0 is a new form of communicating, a new form of managing, a new form of interacting, a new form of necessary cooperation within companies.  An evolution, after all, of the traditional business standards. In fact, there are concrete features that characterize these organizations and the professionals who work in them.

    It is necessary to evolve towards this business model but, how do you get there?

    In my opinion, there are 3 necessary changes any organization needs in order to take a leap and convert itself into a social enterprise.

    1. Your business needs a cultural change and you will only achieve it if the leadership of your organization is the first to be convinced of the need to carry out this change and support it.

    We already mentioned it above. Change is not a matter of tools. On the contrary, the need for people who are convinced of the benefits of moving from closed organizational structures to more horizontal structures where collaboration, dialogue and shared knowledge are some of the fundamental pieces. If we want businesses to be social, CEOs must be the first social members.

    (More …)

    • Sanjay Abraham 4:12 pm on December 18, 2013 Permalink | Reply

      I couldn’t agree more Ana. Enterprises have to make a cultural shift to get the full benefits of Social transformation. This could happen when there is proper executive sponsorship and all rungs of the organisation participate in Social. Better engagement, collaboration and sharing in the employee, partner and customer communities could mean great value for enterprises.

    • Frank Latendresse 5:08 pm on January 8, 2014 Permalink | Reply

      I’m not there yet with the idea that social has to start at the top. I actually think it radiates to the top. Like many behavioral or cultural changes, we start with a few people making some type of behavior (process) change; these behaviors eventually reach network hubs who spread the behavior exponentially. The leadership, CEO specifically, does not need to be the catalyst of the change. I agree that once leadership sees it, they should recognize the benefits, join, guide, and support it.

      So, here is a spin on 2. I believe the technologies needed to be social are already available. My position is that social tools already are talent-centric, but what is needed is a focus on the process that runs the business. I believe companies need to focus social efforts around letting people understand how they impact the business, how they impact other people and processes up and downstream, and ultimately how they impact the customer. As more people identify and describe their roles and connect them to the other people and processes across the organization, that is how we improve transparency.

      • Ana Asuero 9:54 am on January 9, 2014 Permalink | Reply

        Hi Frank! Thanks for sharing your ideas. As you said, it’s not that the CEO has to be the first one adopting social behaviors, but it’s essential that they recognize their benefits to boost it use among employees. If their bosses don’t use an Enterprise Social Network to communicate, why are employees going to do so?

  • Jose Luis del Campo Villares 9:00 am on May 29, 2013 Permalink | Reply
    Tags: business social networks, , , , , , , ,   

    Enterprise Social Networks: Lineal Growth in People and Exponential Growth in Talent 

    Estimated reading time: 9 minutes

    One of the virtues that an organization can have when applying the right Enterprise Social Network (ESN) is it can make different people share knowledge and different points of view on an idea in a single space.

    Two members of an organization may have never shared ideas about something they are both working on in the organization, i.e. due to physical circumstances, for example, because the employees are located in different work centers with an extensive geographical distance between them, or due to time limits, as time zones mean that their working days never coincide.

    In this scenario, employees in the same organization who could share knowledge with a personal and professional benefit for the company may never come into contact or exchange ideas.

    This is one of the key points where an Enterprise Social Network implemented in an organization plays a fundamental role, as the lineal sum of people with determined knowledge (talent) can mean exponential growth in talent in the organization.

    When we decide to implement an ESN in our organizations, one of its key objectives must be to act as a virtual collaboration space in which different professionals who work on a product can share their experiences and ideas, which will benefit not only professionals in the same area who are working on that product in other work centers, but also other professionals who work on that product from other areas.

    It seems to be more complex than it really is, so let’s take an example where we can see how growth can be exponential for the organization.

    Taking an organization with work centers in different parts of the planet, such as Europe, North America and Asia. They sell a range of products, and in this example, let’s focus on the product A. We design an ESN that creates a contact area with different professionals from different departments, for example, heads of different areas.

    When the head of design in Asia of that product A enters to share his experience on end users who acquire the product, the heads of design in Europe and North America acquire knowledge that enables them to work on the product to make possible modifications that could benefit their end clients. However, if in that meeting place, the heads of marketing also participate, they can see what the strong points for convincing the end client in each part of the world (support marketing) in order for them to purchase product A. What’s more, if the heads of Finance also participate, they can see how to apply the different product prices according to the possible competitors in each part of the world.

    With this simple example, we can see how the talent of one of the members in the organization shared in an open collaborative space not only causes lineal growth, but also exponential growth in the talent, which will reverberate on global improvement in the organization at different scales and as a whole. And that is something that is difficult to achieve with a traditional organization system where, with luck, the different departments meet at an annual convention in order to share ideas.

    The ESN implemented needs to have four indispensible points in order for it to be a true source of collective knowledge:
    • Open: i.e. all members of the organization, regardless of their work area but with the same hierarchical responsibility level, can access at any time to contribute an idea, knowledge… something that may be of interest to any other department and any part of the organization.
    • Collaborative: it must be the meeting point for debate or sharing contents, not a social network. In other words, implementing a network means its participants must comply with some basic rules of behavior.
    • Timeless: Any member can access it when they want to share something and it is clearly defined for other members so that when they decide to access, they know where the issue can go and this way know how to share, debate or extend the knowledge already left there by other members of the organization.
    • Hierarchical: the ESN implemented opens different meeting points in which different employees can participate based on their different levels of responsibility within the organization.
    How do I focus my approach if I’m responsible for implementing an ESN in my organization?

    Firstly, analyze the activities and departments making up your organization. Then, analyze the hierarchical level of your staff. Finally, establish criteria that enable you to create different meeting points in the organization, both in terms of parallel and transversal competences. i.e.

    • Meeting points for sharing knowledge for those responsible for finance, marketing, etc. in different work centers (parallel competences).
    • Meeting points for sharing knowledge for the same hierarchical levels in one work center in the organization (intra-center transversal competences).
    • Meeting points for sharing knowledge for the same hierarchical levels in different work centers (inter-center transversal competences).

    Each member who participates in the ESN is responsible for sharing their knowledge in one or more centers implemented according to whom it may be of interest.

    Obviously, this means training participants first, but undoubtedly, once the system and the ESN are implemented, the growth of talent within the organization will be exponential and not lineal like in organizations 1.0.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a faciliator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network.


  • Carlos Zapater 9:00 am on May 22, 2013 Permalink | Reply
    Tags: business social networks, , , , ,   

    Once upon a time… there were social networks 

    Estimated reading time + video: 4 minutes

    Humans are social beings. Communication is a need to relate to others that we carry in our DNA. That need for communication applied to the business world is what has made us evolve from closed, boring and unparticipative ways to the new Social Networks that have emerged thanks to the Internet.

    But how did we make that journey from the birth of the Internet to current collaboration, management and shared knowledge tools of the social web? Discover with Zyncro the history of the Social Networks and their evolution up to the present day. We tell you all about it in this video.

    The new communication tools have transformed our way of working and have demonstrated that being social works! Want to start to work socially in your company? Try Zyncro and tell us about your experience.

  • ZyncroBlog 9:00 am on July 30, 2012 Permalink | Reply
    Tags: business social networks, , ,   

    Zyncro interviews Eva Collado Durán: The 2.0 world has arrived and it’s here to stay 

    Estimated reading time + video: 4 minutes

    Today we’d like to give you the interview we held with Venca. Eva came to visit us at the offices of Zyncro in Barcelona some days ago and the whole team were impressed by her enthusiasm and professionalism. Eva is a key example of a digital influencer. In a short time, she has built herself a social profile and become an authentic ambassador for her company.

    In the interview, Eva told us how she is implementing an Enterprise Social Network at Venca, where they see this tool as an internal space where employees can share from ideas to documents, enabling them to save time in meetings, and be more reactive in a short time. We’ll leave you with the video:

    It has been a pleasure to share this moment with you, Eva, many thanks! As she says herself, “We are going to do away with anything that could hold us back and go in for social communication.” 😉


  • Sonia Ruiz 9:00 am on June 12, 2012 Permalink | Reply
    Tags: business social networks, , , ,   

    10 tips for successfully launching an Enterprise Social Network 

    Estimated reading time: 5 minutes

    Editor’s note: Today we would like to share with all our readers the experience of setting up and the first few months during the implementation of the Enterprise Social Network at CETELEM Spain, whose head of corporate communication, Sonia Ruiz Moreno, has given us a summary of an article you can find in full on the the Celetem group’s blog. Thanks, Sonia, for sharing your experience in using Zyncro on your blog and ours 😉

    Implementing an Enterprise Social Network is not a technology issue, it’s a cultural change that you need to manage, in which the whole company needs to be involved, especially top management, who must operate as a motor for change towards the enterprise 2.0. Want to find out more? Here I give you 10 tips for successfully launching an Enterprise Social Network:

    1. There’s no one better than top management to launch and promote the use of the network. If you want to encourage open communication, top management needs to show transparency and involvement, set the example for others to use it without reservations.

    2. Find a sponsor who supports the project and can help to leverage it… the HR department generally is the ideal candidate and has greater credibility with people. But don’t forget to involve your IT department… just because it’s not a technology project doesn’t mean you shouldn’t involve IT technicians who will be delighted to discover the project in its initial stages and will help and guide you throughout the process!

    3. Set and post the rules of use for your network… they don’t need to be complicated, but they do need to be precise, so that everyone knows what is and what is not freedom of expression. Want to see ours?

    4. Give the network a proper launch… use at least 3 different channels to present the new community for employees and collaborators. A tease stage, an informative flash linked to a video where users from different levels tell their own experience and give tips for using the network (Want to see ours?) and a folder with guidelines on the network itself are the least that you should do to make most people access it… at least the first time.

    5. Now they’ve logged on, make them yours! Create a network of facilitators who are able to give the network interesting content and encourage netiquette. This leadership is what will make others share information and generate authentic conversations.

    6. Integrate features that make employees’ daily tasks easier: booking rooms, calling meetings, watching videos, online surveys, workflows… anything that makes logging on to the network useful and helps work will help to break obstacles and opposition.

    7. Break up isolated groups and encourage open spaces… the first requests that you receive will be focused on creating closed discussion spaces… it’s our protectionist spirit, but does this actually help innovation and collaboration? I’m sure you’ve already got the answer to that 😉

    8. Value the talent of your colleagues, don’t waste their knowledge: encourage innovation groups, answer comments regarding suggestions and improvements, etc.

    9. Reward those involved. “Gaming” tools will help you to create good healthy competition. What’s more, as well as serving as a thermometer of the social atmosphere within the network, you’ll be able to see its degree of penetration… and discover leaders!

    10. Have fun and make it yours!

    We’re already doing it… two months after the birth of the network, we have open transversal work groups, and every day new departments are joining in with their own proposals for social learning, innovation groups, change management…

    What about you? Are you thinking about implementing an Enterprise Social Network? Join the business culture change and socialize your company with tools like Zyncro!


  • Patricia Fernandez Carrelo 1:00 pm on October 17, 2011 Permalink | Reply
    Tags: , , business social networks, ,   

    Best Practices in Enterprise Social Networking 

    Estimated reading time: 2 minutes

    Zyncro and Socialmedia Network present Best Practices in Enterprise Social Networking.

    Based on our experience of implementing Enterprise Social Networks at the heart of businesses and the development of Zyncro, we have created the first whitepaper about Best Practices in Enterprise Social Networking.  A complete document through which you will learn the following:

    1. What are the basic guidelines for using Enterprise Social Networks
    2. How and when to use Enterprise Social Networks
    3. What are and how to manage work groups in a social intranet
    4. How to interact with members and departments within the network
    5. Internal information on an Enterprise Social Network: how to manage it and share it
    6. What is and how to optimize a corporate profile 2.0

    You can download the Best Practices in Enterprise Social Networking manual free. Just register on the form below.

    Share this manual with everyone in your organization!

    Download our manual now and begin to share it!


  • Patricia Fernandez Carrelo 12:30 pm on October 10, 2011 Permalink | Reply
    Tags: , , business social networks, , , ,   

    Share and explain the concept of Enterprise Social Networks 

    Estimated reading time: 4 minutes

    As part of Zyncro’s participation at SIMO on 6th October during the IT Forum, Zyncro presented the talk: “Corporate Social Networks: your company’s knowledge in the cloud“.

    Whether you were able to attend or not, you can access our presentation here in case you have any query or would like to be able to explain the following:

    • What is a Corporate Social Network?
    • What advantages can they bring to your business?
    • What does ‘having your company’s knowledge in the cloud’ actually mean?

    Feel free to share this presentation with your contacts!


    Master the cloud, introduce Zyncro into your business and reap the benefits of Corporate Social Networks


  • Patricia Fernandez Carrelo 9:23 am on July 25, 2011 Permalink | Reply
    Tags: , business social networks, , , , ,   

    Enterprise Social Networks: the importance of coordination, motivation and training people 

    Estimated reading time: 4 minutes

    Having had various training experiences on the use of social tools from a business perspective one learns a natural way of distinguishing the key points when implementing these types of solutions.  Direct contact with the users (the so called UX discipline or “User Experience“), client training on the use of Zyncro and the documentation of methodology in the form of reports, necessary for the implementation of a Corporate Social Network that allows the role of fundamental aspects to be discovered to include:

    • The Coordination of the team to be carried out by the manager or community administrator.
    • The Motivation of its members in order to use the solution
    • Training people on the use of these types of tools
    • Without these three points, the implementation of internal social solutions would be considerably exposed to the possibility of failure, at least in organisations with classic model structures with a more traditional style where its employees are unlikely to be reading this post.  Let us take a look at what I mean by this point by point.


    The coordination and involvement of the community “administrator” or “dynamizer” is a must for the correct usage and rollout of the solution.  This is in addition to training about the possibilities it offers (which I will speak about in the third point of this article).
    The manager must be an involved person (within both the company and the project), who believes in the tool’s real virtues and above all, have the capability to coordinate and manage their team to achieve the set objectives which is vital for those more “classic” employees so that they may modify their communication methods and evolve towards more social or “2.0” models.

    I have always considered management within a company as a task requiring the most skills and professional capabilities and management in terms of 2.0, an even more complex management whilst being valuable at the same time within large organisations, both for its strong technological component as well as the novelty of its style.


    In the same way that the administrator or dynamizer should coordinate, they should also ensure the motivation of their colleagues to use the network.  They must understand all of the benefits on offer and that it becomes a form of help rather than an obligation and that they may discover how the tool can facilitate their work is essential.

    Without motivation and especially without training (motivation is closely linked with knowledge about the environment, whilst a lack of knowledge or lack of experience results in the complete opposite), the solution will remain unused.


    Last but not least, knowledge about the environment, its methodology or processes (sharing, communicating, expressing, collaborating, categorizing…), such as the technological side (the storage or basic document management concept, interface interaction for web content publishing or of other 2.0 applications).

    Therefore training employees is not just about explaining what a Corporate Social Network is about but also explaining the meaning of professional development from a 2.0 perspective and all of the tools that currently make up the spectrum of social digital applications.

    We will discuss these concepts further down the line.  But in the meantime, does your company value coordination, motivation and training?   Do you think there is any other aspect missing?  If so, don’t hesitate to share it.


  • Patricia Fernandez Carrelo 10:40 am on July 15, 2011 Permalink | Reply
    Tags: , business social networks, , , ,   

    How to organize your time using an Enterprise Social Network 

    Estimated reading time: 3 minutes

    This post has been motivation to read the article “Allocating Your Time As The Online Community Grows”  (thank you yo @marcribo for sharing it!).

    When it comes to organising your time during your working day, the GTD method is ideal: All tasks should be…

    • Compiled
    • Processed
    • Organised
    • Reviewed
    • Executed

    It is a good method for organising our daily to dos as well as our time.

    Within an organisation, this process should not only consider the time needed for completing each task but also the time spent writing up and sharing the acquired knowledge on our corporate network.

    (Let us remember that although it may seem like an unnecessary time spent, later on it may become time saved. And if not, see: The ROI on Corporate Social Networksk).

    When to communicate

    The best moment to make the generated knowledge official is upon completion of it. Or if it is a task that requires interaction from third parties, during the execution of the activity itself.

    Of course for information relating to timings, calendar or meetings, communication should take place prior to the activity.

    Time required to communicate

    On the other hand, the time required by some information management activities do not solely depend on the type of content but also on the number of members making up the community that the information is being shared with.

    The time set for formalising, writing up and sharing the tasks, activities or knowledge (content) is not directly related with the number of members. This task will require the same amount of time from each individual whether there are 5 members or 5,000 in the organisation.

    Nevertheless, the time employed in the reading of information, interaction or human relationships with the rest of the community, or complete structural knowledge (technological, human…) of the company amongst others, will increase as the number of employees in the company increases.

    How to organise oneself

    For all of the above, it is important to structure the work groups well in terms of the distribution of “followers” and “followed” within each organisation and also employ clear criteria about relevant information when it comes to sharing and receiving.

    At Zyncro we have always believed that the key to success lies within the correct dynamization of the community and even edition of good practice manuals so that the right criteria is always considered and with this as the objective, technology is put to the method’s service.

    We will continue to analyze case studies and make ourselves participants within them so that we can learn something new and become slightly more organised everyday.

    Zyncro and well organised time and tasks are key to the improvement of productivity.

  • Patricia Fernandez Carrelo 10:23 am on July 1, 2011 Permalink | Reply
    Tags: , , business social networks, , , , , , , , ,   

    How to manage happy news stories with Zyncro 

    Estimated reading time: 3 minutes

    Just recently, I was fortunate to meet Grupo Intercom and its internal communications manager.

    One of the things that most stood out as soon as I walked in was the amount of awards on display at reception in recognition of ranking placement (first, second, third, …) for the 50 best companies to work in in Spain – in the 250 to 500 employee category – according to the most recent study carried out by the Great Place to Work institute.

    Upon seeing those achievements, my first thought was that Zyncro could also get many companies to achieve better working environments.

    Just yesterday at Zyncro Tech and thanks to our own corporate Zyncro, we were able to share a happy news story that made it possible for distances to cease to exist between employees, communication flowed amoungst ourselves (beginning with the personal items, we make way for improving the professional side of things) and our screens were transformed into a more motivating environment to work in.

    I will leave you with the conversation we had amoungst ourselves (in Spanish).  We consider it a little communication treasure in which… we congratulate our colleague Alejandro Scott for becoming a dad to a lovely daughter! :-)

    Congratulations again Ale on the birth of your baby girl! :-)

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