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  • Carlos Gonzalez Jardon 9:00 am on May 8, 2013 Permalink | Reply
    Tags: collaborative management, , , , , ,   

    Enterprise Social Networks and Project Management 

    Estimated reading time: 9 minutes

    Editor’s note: Today we would like to welcome a new author to our blog. The clarity of his first post has surprised us, and that has made us even more delighted about him joining our group of contributors. Carlos González Jardón (@cgjardon) is consultant and trainer in project management. With more than 18 years’ experience in the IT sector, his activities revolve around IT project management and quality standards such as CMMi. He holds a computer engineering degree from the Universidad de Vigo, an Executive Master’s from ICAI/ICADE and PMP certification from the Project Management Institute. He is currently consultant in Project Management at Tecnocom. Welcome and thanks!

    We live in a society where access to information is no longer the privilege of a few and has been democratized. Nowdays, in a single click, we can access a wide range of data from multiple sources: search engines, online newspapers, blogs, social networks… The technology revolution is causing a social and professional evolution, in how we relate to our environment. Information continues to be important, but how we access/acquire that information is gaining relevance.

    In this environment, an enterprise social network can become a vital tool that enables us to strengthen some key aspects in our work:

    • Speed. Quick decision-making.
    • Reliability. Quality of the data.
    • Collaboration: Share information.
    • Acccessibility: A single data source, multiple devices to access it.

    The subject is rather extensive, but we will look briefly at how an enterprise social network can help us in executing projects.

    Projects and Enterprise Social Networks

    In project management, communication is a critical factor. But what do we understand communication to be in a project?

    According to the PMBok® Guide (project management knowledge base), one of the leading references for any project leader, managing communication involves all processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information.

    In other words, the project manager needs to ensure that all project stakeholders have or have access to, at the right moment, the information required using suitable and efficient means. This is extremely relevant as poor management of communication and information in a project could cause the time that the project manager devotes to communicate, distribute, share and access the information to sky-rocket, and even bring the project to the brink of disaster.

    In order for the project manager to have the right information at each stage, they need to interact with their team, the customers, suppliers, and the ‘closer’ they are to the task being done, the better the information. Basically, the project manager needs to beSOCIAL with all those stakeholders in the project. It is not enough to have social skills based on ‘face-to-face’ interaction. We need to seek support from the tools that enable us to manage online or virtually multi-disciplinary and multi-site teams.

    In this scenario, an enterprise social network can play a differential role. If we share aspects of our daily lives, why shouldn’t members of a project team share, through an enterprise social network, their problems, doubts, concerns regarding the activities being performed in the project? This activity is already being done in the corridors, on the phone, but it is difficult to have a document support with the conclusions reached. Using collaborative tools can help to flourish and document information that would be lost otherwise. In those project-focused organizations, an enterprise social network can provide major value by sharing and accessing data easily and quickly.

    Benefits of Enterprise Social Networks in Project Management

    Although I’m sure there are many more, these are some of the benefits they can provide:

    Quick access to one of the best sources of knowledge: the team’s experience.

    The senior profiles are an excellent source of knowledge and that knowledge can be used to resolve different situations that we face daily in a project. Coaching, mentoring, tutoring, training or resolving of doubts can be done dynamically through an enterprise social network.

    Repository of project information and documents.

    Although this point has already been solved by many other tools, an enterprise social network can be the main point of access to shared resources. It means converting the current static or one-directional intranet (always focused from the company to the employee) into a social and collaborative environment ‘company-employee’ and ‘employee-employee’ (beyond a simple question-response network).

    Reduce “meetingitis”.

    In many organizations, there are too many inefficient meetings. Often we finish the day with the feeling that we haven’t done anything “productive”. Simple meetings to exchange information and update everyone can be replaced by short virtual meetings (e-meetings): for example, the status of our project, clarification of doubts, etc. These e-meetings will not replace face-to-face meetings, rather they will complement them and reduce them to the essential ones, as the cost, both economically speaking and cost-opportunity (what I don’t get done) is very high.

    Simplify management in multi-site environments.

    In environments where the team is located at different sites in the company or in the client (or even in teleworking situations), the social network will help us enormously with that task of “sharing”, reducing, or even eliminating problems resulting from not all being in the one place.

    Neglected management.

    On many occasions, we experience many short interruptions that break our usual work rate. Enterprise Social Networks mean that those short interruptions can be channelled through it to be answered at a later stage; or even they could be resolved by other members of the team collaboratively, leaving evidence of their resolution in the “social environment” itself.

    Our value lies not in what we know, rather how quickly we can “update” (learn what we don’t know, acquire knowledge) and how we share it with our co-workers.

    In this scenario, an enterprise social network can become a perfect work environment where different stakeholders in our project can interact according to their role, regardless of their physical location and time zone.

    The work environment is a clearly social activity in most cases, so why not use enterprise social networks? This way sharing knowledge among the project team can be more agile, although to achieve it, a cultural change is required in organizations.

     

     

  • Ana Asuero 9:00 am on March 26, 2013 Permalink | Reply
    Tags: , , , collaborative management, ,   

    The 12 habits of collaborative organizations 

    Estimated reading time: 8 minutes

    Yesterday I read that Virginio Gallardo said on Facebook that “the Enterprise Social Network awakens sleeping talent in organizations”. Enterprise Social Networks open a direct and permanent communication channel and facilitate collaboration among your employees, making it easy to share knowledge, tips, doubts and ideas, and waking up personnel in your company.

    Eva Collado Durán replied to Virginio’s thread, pointing out that “they also awaken authentic opinion leaders who are far from higher hierarchical positions .” It’s true. Horizontal communication provided by Enterprise Social Networks places all employees in the same situation and gives them the same opportunities to share their valuable knowledge with colleagues.

    If you don’t share what you know for fear of losing your position, you’ll end up completely isolated. In a scenario where almost everyone is convinced that you work better and achieve goals faster and more easily by working in a team and sharing knowledge, whoever continues to jealously guard their knowledge will end up lagging behind.

    Companies that understand this new situation have become social companies, have implemented collaborative habits in their daily operation. But what are those habits? We’ll give you some of them here according to an interesting article posted by Jacob Morgan (@jacobm).

    1. Individual benefit is just as important as the overall corporate benefit (if not more important)

    Don’t focus on the overall corporate benefits when communicating collaboration with your employees. They also care about how collaboration will impact them on an individual basis. How will it make their jobs and lives easier?

    2. Strategy before technology

    Before rushing off to implement that new collaboration platform, focus on developing a strategy which will help you to understand the “why” before the “how” . Having a strategy is crucial for the success of any collaboration initiative. You don’t want to be in a position without understanding “why”.

    3. Listen to your employees

    We talk a lot about the importance of listening to customers but what about listening to your employees? If you are going to talk about collaboration, it is important you involve your employees from the outset. Listen to their ideas, needs, suggestions and incorporate their feedback in your strategy.

    4. Learn to get out of the way

    Learn to support and empower your employees and get out of their way. If you try to supervise everything, you’ll stifle collaboration in your organization. Give some guidelines and best practices, but let your employees do what they need to do.

    5. Lead by example

    If the leaders in your organization don’t use collaborative tools, why should employees? Leaders are a very powerful instrument for facilitating change and encouraging desired behaviors.

    6. Integrate collaboration in the work flow

    Collaboration should never be perceived as a task or an additional requirement for employees. Instead, it should be integrated naturally into their workflow.

    7. Reward teamwork

    If your organization focuses on rewarding employees for individual contributions as the driver of success, it will be quite hard to encourage employees to share and communicate with each other. There is nothing wrong with rewarding your employees for personal results, but it is equally important to recognize and reward collaboration and teamwork .

    8. Measure what matters

    There are a lot of things that an organization can measure, but that doesn’t mean that everything should be measured. Focus on the metrics that matter in your organization and analyze how you do there. Some focus on metrics like comments sent or groups created; others prefer to focus on the commitment and passion of their employees with the company and the task they perform.

    9. Persistence

    Converting your organization into a collaborative environment will take time and effort, but it is important to be convinced that that is the right direction and to go for it. No giving up, no going back.

    10. Adapt and evolve

    The need for collaboration in organizations is here to stay. This means that your organization must be able to adapt and evolve as tools and strategies demand. Being aware of what is happening in your industry and in your organization. This will also enable you to innovate and anticipate changes successfully.

    11. Employee collaboration also benefits the customer

    Your employees’ collaboration has a tremendous value for your customers. Your employees will be able to give the best support experience if they have the information, resources and experience of internal experts . A employee may not always have the reply the customer needs, but they will have access to the knowledge of the entire organization to resolve the problem .

    12. Collaboration can make the world a better place

    Perhaps the most important principle of collaboration is that it can make the world a better place. Sure, collaboration can make your employees more productive and also benefit your customers. It makes your employees to feel more connected with their co-workers, reduces stress, makes their job easier, gives them more freedom, and in general, makes them happier people, not just at work but at home too.

    And in your organization, what collaboration strategies have you put into action? What are your habits for becoming collaborative organizations? Tells us about it! :-)

     

     

  • Rafael Garcia-Parrado 9:00 am on March 1, 2013 Permalink | Reply
    Tags: , collaborative management, , cooperation, ,   

    The need for cooperation in new companies 

    Estimated reading time: 4 minutes

    The continuous changes which organizations undergo due to technology advances have become a key trend that generates uncertainties regarding the function of HR in organizations. The function of HR is at a crucial situation as the backbone of the organization and a promoter of change. Market requirements, the wave of constant change, short-lived trends… are some of the reasons for new organizational structures that allow organizational adaptability in the new way of understanding relations in companies.

    The vision of HR as a static or hermetic department must become a thing of the past, transforming it into the first line of internal contact in companies, guiding employees towards opportunity, and supporting intra-entrepreneur figures to ensure the success of the change.

    Cooperation must be a shared pattern throughout the company and therefore requires employees’ involvement to favor a collective constructivism that improves efficiency. And to favor that cooperation, we need to facilitate decision-making and do away with hierarchical structures, because imposed hierarchy can prevent the conversion of ideas emerging from the heart of the organization. By removing this hierarchy, companies will be able to escape from the standardization and the bureaucratization of processes.

    But who said that drawing together all that knowledge was easy? Leading the change, being the organizational glue, requires HR having a method to ensure success. Let’s look at some aspects that need to be taken into account:

    • Organizational transparency, a suitable communication must be the shared pattern throughout the organization.
    • The use of tools 2.0 will enable reinvention in the new scenario, guaranteeing a sensitivity towards new trends and advances to bring organizations closer to the external customer.
    • Learning as a goal of the organization for constant improvement of the production processes, enabling a moldability that guarantees survival over time.
    • Transmission of the business strategy to the entire organization, which helps focus all activities towards achieving the main act of faith or raison d’etre of the organization.

    In short, companies become liquid to adapt to the new changing scenario that prevails in the market and to its requirements, and new organizational structures emerge. But despite the wave of constant change that invades business today, we need to remember that adapting the organization to change is not immediate, rather for large companies, a major investment of resources and time is required. But thanks to those necessary changes, collaboration will become a key base for companies and will enable them to assume the challenge of the new organizational capillarity required for success in the new scenario.

    Rafael García works as a consultant at the company Índize and writes his own blog, which at Zyncro we highly recommend: La Factoría Humana.

     

     

  • Ignasi Alcalde 9:00 am on February 20, 2013 Permalink | Reply
    Tags: , collaborative intelligence, collaborative management, ,   

    Collaborative intelligence: Beyond collective intelligence 

    Estimated reading time: 8 minutes

    Editor’s note: Ignasi Alcalde has given us permission to use this article from his blog in which he reflects on the path towards collaborative intelligence. We wanted to post it as we share his interest in technologies 2.0 as tools for working the collaborative and horizontal side of communication. At Zyncro we believe that enterprise social networks encourage creativity and shared learning and we see them as the best opportunity for collaboration and exchange. What do you think?

    A few days ago I read in La Contra an interview with Jeremy Riffkin in which he made some curious comments about electricity. He said “what is revolutionary is its combination with the internet: the network brain. Authority will no longer be vertical, but distributive. The true revolution will spark when energy is transmitted by network and collective intelligence regulates its use.” When I read it, I instantly though of a quote by José Ortega y Gasset: “a civilization only endures if many contribute in the effort. If everyone prefers to enjoy the fruit, civilization collapses.”

    According Wikipedia, collective intelligence is a form of intelligence that emerges from the collaboration and competition of many individuals or living beings of the same species, which is a term generalized by cyberculture or the knowledge society. In fact, he sees it as consensus decision-making, as it has been done effectively in the past by bacteria, small animals and insects like bees or ants… and it is framed academically within the field of Sociology, IT science and behavior of the multitudes, a field that studies the collective behavior at quark level to bacteria, plants, animals and human society.

    Extrapolated to people, Tom Atlee describes that collective intelligence can be encouraged “to overcome ‘groupthink’ and individual cognitive bias to allow a collective to cooperate on one process while reaching a higher intellectual performance” and George Pór defined the phenomenon of collective intelligence as “the capacity of communities to evolve towards higher order complexity and harmony, through such innovation mechanisms as differentiation and integration, competition and collaboration.”

    For me, a difference should be made between collaborative intelligence and collective intelligence, which represents a specific case. In collective intelligence, a final product emerges from actions of a group of persons who do not interact among themselves. Collaborative intelligence looks after problems where individual experience and different interpretations of several experts are critical for solving problems.

    A clear example of this application are practice communities, where professional groups and interested collectives exchange knowledge to develop a specialized knowledge, sharing learning based on shared reflection on practical experiences. Both types of intelligence are intimately related with the so-called Web 2.0 and more specifically, with some applications such as Management 2.0, E-Learning 2.0 and Enterprise 2.0.

    On the other hand, in both types of intelligence, there is a series of nuances clearly expressed through the concept “Power Law of Participation” from Ross Mayfield. Mayfield lists a series of activities through which the transition from collective intelligence to collaborative intelligence is made, characterized by greater involvement. These activities include: read, tag content, comment, subscribe, share, network, write, refactor, collaborate, and lead. Wikipedia represents the most paradigmatic example that illustrates collaborative intelligence.

    Collaborative intelligence also can be classified according to the degree and type of collaboration that individuals give to the end product. There are many modes of collaboration. For example, the “fusion mode” where each individual contributes something to the end product where that contribution is fusioned (as is the case of collective writing of articles in a Wiki system). Also there is the “molecular mode”, used in a book written by several authors where each contribution is maintained in its relative entirety within the bigger entity; the “collection mode” where each contribution is made to a greater whole that may be open (as is the case with YouTube, Flickr or blog systems like Blogger or WordPress); or a “agregator mode” , the most simple case being comments on a post in a blog, or on articles on news sites.

    As Ramón Sangüesa and Irene Lapuente from Co-Creating Cultures point out, technologies 2.0 enable you to work the most collaborative side or horizontality of communication as experts and non-experts can coexist on the Internet. They also say “the Internet has provided an opportunity for mass collaborative exchange, but it is also true that over time, we are witnessing an inflation in purely commercial applications in the social media. What we are interested in is the initial value of a part of this collaborative technology and what we do is hybrid this collaborative work impulse, with participative design methods, to create a learning opportunity. This new reality can be brought to other levels and start knowledge exchange projects and the capacity for reflection and empowerment, giving many people a voice, and enhancing the capacity for creativity and learning”.

    To do this, Design Thinking is a concept that is becoming more widespread in the business world, and more specially, in the areas of competitivity. It is linked with the way in which professional designers think, approach problems and reach solutions. It is an attitude towards problems and the challenges that the limits impose in problem solving.

    Ignasi Alcalde (@ignasialcalde) is a Graduate in Multimedia from the UOC and holds a Master’s degree in the Information and Knowledge Society. He is consultant in IA and teaching consultant at Universitat Oberta de Catalunya. He shares his thoughts on collaborative work on his blog and his twitter feed.

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  • Andrés Ortega 9:00 am on January 25, 2013 Permalink | Reply
    Tags: collaborative management, , ,   

    5 keys to optimize the Conversations-Social Network binomial 

    Estimated reading time: 6 minutes

    The social network is undeniably becoming our way of life, both professional and personal. At the rate that technological advances and the features of the social network are occurring, it is difficult to hazard the impact that this change may have in the medium and long term. It makes sense to think that the way we manage our professional development today will be one of the aspects which will be most affected.

    At the same time, the importance of managing conversations through the social network is becoming increasingly fashionable. The relevance we now give to the idea of conversing is interesting; it’s as if, until now, we had never conversed n our organizational environments. I have never imagined social-economic activity without conversation, perhaps because in my innate condition as a Social-networker, conversation has always had a vital role in my own self-development and learning and that of others.

    This post aims to combine the relevance of conversation with the significance of the evolution of the Social Network for establishing connections and relationships.

    Therefore, importance must be given to the idea of conversing, because through conversation we can learn and capitalize this learning to enrich our own value and to increase our employability; doing this on a social network allows our conversations to increase exponentially. The 2.0 environment opens the door to a world without barriers and limits for establishing connections and building relationships.

    However, we shouldn’t idealize and convert the social network-conversation association into the panacea of professional growth. Furthermore, if we don’t correctly manage this combination we could fall victim to an alarming lack of productivity. Of all the risks to avoid, it is worth mentioning infoxication, in other words, the information overload that we can easily succumb to as a result of the enormous volume of data, images, and ideas to which we are exposed; we could simply collapse or get indigestion from this overexposure. Another risk to avoid would be a disorder we could describe as “acute hyper-connectivity” or the severe inflammation of our relational system, which could occur due to establishing and trying to manage more relationships than our space-time allows us to administer.

    I won’t spend more time here on describing the disorders caused by an improper or irrational use of the conversation-social network binomial, quite the opposite, I will define five key aspects we should consider in order to make the most of and optimize the conversations we could have using the 2.0 ecosystem.

    1.- Carefully define the objectives for which you are present on the social network. Before immersion 2.0 it is worth reviewing what you want to offer and what you expect to receive in return, this being the correct sequence.

    2.- Conceptualize your conversational level; which issues, disciplines are you qualified and willing to converse about. It is worth keeping in mind that a conversation is always (at least) two-way. Interacting only to listen is not establishing conversations, in either version 2.0 or 1.0.

    3.- Be selective when choosing the networks, virtual forums, groups and communities you want to belong to. The social network is a universe full of spectacular galaxies crammed with information, but there are also black holes that can absorb you in an unproductive way.

    4.- Dedicate time to correctly identifying your virtual contacts. Your virtual community should grow in a rational way, in line with your objectives and your conversational level. The suitability with which your virtual community grows fully impacts the optimization of conversations you establish on the social network.

    5.- Use your conversations on the social network as a starting point for establishing connections in 1.0 mode. Despite professional enrichment through conversations on virtual communities being a reality, interaction in real life should be the underlying objective of our conversation and connection in mode 2.0.

    The optimization of our learning in virtual (and real) networks and the investment on our social capital are two essential aspects in our plan for enrichment as professionals in the 21st century. Trivializing the importance of the social network and the idea of conversing on it, is a mistake we shouldn’t make under any circumstances.

    Andrés Ortega is an expert in People Management. He is currently the HR Director for Spain and responsible for Engagement in Europe at DAMCO, which is part of the Dutch group AP Moller Maersk. We at Zyncro strongly recommend you read his personal Blog.


     

  • Rafael Garcia-Parrado 9:00 am on January 3, 2013 Permalink | Reply
    Tags: , , collaborative management   

    Organizational capillarity: a new challenge 

    Estimated reading time: 4 minutes

    Many companies are interested in and progressively introducing collaborative processes into their business dynamic. Not for nothing is it said that we are immersed in the collaboration era, and this is why it’s interesting to establish an ecosystem for generating new knowledge. This is where capillarity is particularly relevant to the organizational momentum.

    As I’ve said on numerous occasions, the main challenge for organizations is adapting their business model and achieving the active construction of knowledge; to do this companies should pursue the increase of their collaborative coefficient. But, careful! Not only should we look within the organization, but open it up to the outside.

    Collaborative work pursues better productivity through collective intelligence, for which efficient communication must exist in the organization. This is where there is often confusion, because there is the belief that communication is a result of a good working environment, which is true the majority of the time, but not enough. Autonomy in people’s work should be encouraged looking to motivate their learning ability and entrepreneurial attitude as a background to innovation.

    When an organization is open, listens and allows interaction with the environment, it creates a series of business benefits:

    • Internal source of innovation
    • More autonomy
    • Improvement to the organizational climate
    • More productivity
    • Improvement to the monitoring of the environment

    In current times, uncertainty is an inherent characteristic of companies, which is why they must adapt to survive. Thanks to organizational capillarity, knowledge flows, providing the company with sources that allow contents to be updated. To this end, adequate space needs to be created for applying a methodology that allows interaction between collaborators, enabling the capture of knowledge that is useful for the business’s activity.

    It has always been said that information is power. Information, together with this adaptation to new times, will allow better dynamics and the creation of a structure that improves decision making, thanks to the increase in value of these interactions, therefore improving the organization’s monitoring system.

    Organizational capillarity refers to permeability, knowing how to listen to the environment in order to suitably adapt to change, such as the detection of new trends, that allows markets to be approached to discover consumer behavior. In short, for the change to be detected and the response facilitated.

    Individual talent is a basic requirement, but it is not enough in times when success belongs to collectivity.

    To sum up, the objective is to be a network company, which requires transparency, something that isn’t always easy, because it implies overcoming hierarchical structures and the reluctance of people to contribute.

    As Alfons Cornella says “Knowledge should be the nervous system of the whole company” :)

    Rafael García works as a consultant for Índize and has his own blog which we at Zyncro recommend: La Factoría Humana.


     

  • Marta Carrió 9:00 am on December 17, 2012 Permalink | Reply
    Tags: collaborative management, , , , , ,   

    New whitepaper by Plan and Zyncro: Understanding people to improve the organization’s results 

    Estimated reading time: 3 minutes

    Internal Reputation Assesment

    What is the internal reputation of a company? Why is it important? What is the significance of enterprise social networks for improving performance?

    Consultancy company Plan, in collaboration with Zyncro, has created a manual to resolve these and other questions on the subject:

    “Internal Reputation Assessment”

    This new whitepaper explains the reasons why a company’s internal reputation is something that must be safeguarded, and to which far too often too little importance is attached. You can discover and understand the key aspects about internal reputation in a company: how to manage it, find out why the most common resources used aren’t the most effective, new processes and methodology for correctly assessing internal reputation, etc.

    The importance of this reputation is reflected in the employees and how they feel about the company’s behavior. This in turn affects the behavior of groups and individuals who interact with the company, such as suppliers, customers, investors, etc. A correct analysis should be carried out of the satisfaction of employees and their commitment to the company, the quality and scope of communication implemented by the company and the existing relations within the organization, in order to obtain the level of the company’s reputation.

    The conclusions of this study are clear: a favorable internal reputation means growth in sales, profits, productivity and customer loyalty, as well as a fall in absenteeism. All the data can be found in the manual that can be download for free from the Resources section of the Zyncro website.

    Influencing the organization’s internal reputation, contributes to:

    • Increasing sales
    • Increasing customer loyalty
    • Increasing profits
    • Improving collaboration and contribution of ideas
    • Improving retaining and attracting talent
    • Reducing absenteeism
    • Improving productivity
    • Simplifying the resolution of conflicts
    • Improving the identification and pride of the company

    This report is aimed at Management Teams, as well as HR, Internal Communication and Marketing departments. Share it with everyone in your organization’s management team.
    Download the report and discover why an enterprise social network plays such a crucial role in the improvement of internal reputation

     

     

  • Eirene Ramos 9:00 am on November 6, 2012 Permalink | Reply
    Tags: collaborative management, , ,   

    Zyncro participates in the ESADE event on Enterprise Social Networks 

    Estimated reading time: 3 minutes

    Following on from the impact of social media in our daily lives, businesses woke up to the benefits and started to capitalise on social networks like Facebook or Twitter for online communication. However the phenomenon has transcended those frontiers and is gradually being incorporated within organizations. Internal tools, Enterprise Social Networks like Zyncro are being introduced in order to boost collaboration among employees, better manage talent and the creation of collective ideas, and enhance the feeling of belonging in companies, etc. According to data from Forrester, the global software business for creating and managing Enterprise Social Networks will grow by 61% per annum to represent 6,400 million dollars in 2016. The McKinsey Global Institute recently estimated that the annual value that social technologies could unlock at a trillion dollars and said they could improve productivity by 25%.

    With this data under their arm, the ESADE Alumni BIT Club is staging an event on Enterprise Social Networks, at which our CEO Lluís Font will be one of the speakers. The session will discuss the real-life success of the use of social software and the countless benefits they bring to companies, as well as the latest innovations in social technology.

    Where and when?

    The event will take place on November 14 at 7.30 pm at ESADEFORUM.

    Who is it aimed at?

    Professionals from any sector who are interested in discovering the trends, options and success stories in Enterprise Social Networks, as well as sharing their opinions, resolving their queries with the top professionals in the sector and discovering the main players in this business. Follow and tweet about the event with the #ESADEbit hashtag.

    Schedule

    Welcome and introduction:
    Ginés Alarcón, Chairman of the ESADE Alumni BIT Club

    Speakers:
    Ricardo Míguez del Olmo, Director of Social Business & Soluciones Colaborativas at IBM Spain, Portugal, Greece and Israel
    Juan Liedo, Head of Social Business at Ibermática
    Guy Reid, Country Manager of Yammer
    Lluís Font, CEO of Zyncro

    Moderator:
    Francesc Muñoz,ESADE Alumni BIT Club member

    Closing speech:
    Ginés Alarcón, Chairman of the ESADE Alumni BIT Club

    Join Zyncro at this event where we will talk about the importance of introducing an Enterprise Social Network in your business Sign up!

     

     

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

    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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