Tagged: collaborative management Toggle Comment Threads | Keyboard Shortcuts

  • 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.


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

    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

    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.


  • Matthieu Pinauldt 9:00 am on October 17, 2012 Permalink | Reply
    Tags: collaborative management, , ,   

    6 tips for improving project management using an Enterprise Social Network 

    Estimated reading time: 4 minutes

    At Zyncro Tech, we use our own tool constantly… It’s probably one of the main reasons why the company has had spectacular growth over the last 2 years, and is now present in 14 countries and with more than 150,000 users.

    With more than 50 employees in different countries and more than 40 international partners, coordinating teams and people is quite a challenge.

    The project teams usually contain members from different countries, and each project involves several technical partners. The sales force needs to monitor projects closely to ensure customer satisfaction. What’s more, our corporate culture is to ensure that everyone is aware of the achievements made by others.

    An Enterprise Social Network is a tool that enables us to meet all these needs and is one of the factors in the success of Zyncro Tech projects.

    So obviously, we use Zyncro for project management:

    • Project groups: To comply with all the requirements in a project, groups are created within the Enterprise Social Network in such a way that only the project participants can access them. Any relevant documentation is shared in these groups and all changes are published automatically on the group’s activity wall. In a glance, members can get an overview of the tasks being performed by each member.
    • Information exchange and flow on the group wall: Anyone can comment on an activity and create discussions within the project group. Complex problems are resolved in record time when they are discussed through a thread on the wall, instead of through an unending exchange of emails.
    • Groups for project managers: Each project also has a project manager group that follows a specific structure and contains important confidential information: defining the project prerequisites, tracking requirements, costs, Gantt diagrams, customer change requests, etc. These groups are shared by all project managers, enabling them to take control of the project where the main project leader is unavailable.

    What’s more,different levels of relationship with external sources can be managed in project teams; this is key to the strength of the Enterprise Social Network:

    • Information on the project’s progress on the corporate wall: Communication during project development is done directly on the company’s wall. This way, all organization members are informed of the situation at all times. The sales, marketing and general management departments can ensure that the specific requirements have been taken into account without having to wait for the project to finish.
    • Exchange of internal links (Zlinks) with customers: Communication with customers is not forgotten. While some prefer to be added directly to the Enterprise Social Network, other customers prefer to communicate exclusively through email or Skype. For this reason, we’ve developed Zlinks, a system of public links that can be made private with a password and expiry date. With Zlinks, the link always directs customers to the latest version of the document and makes it easy to share information with them.
    • Collaboration with other company employees not involved directly in the project: The Enterprise Social Network enables employees who are not directly involved in the project to collaborate. For example, a user can start a discussion on the project on their personal wall, which is visible to all his/her followers, and receive advice and opinions.

    Want to benefit from the advantages of an Enterprise Social Network in managing your company’s projects?
    Try Zyncro free with up to 5 users!


  • Rafael Garcia-Parrado 9:00 am on September 3, 2012 Permalink | Reply
    Tags: , collaborative management, ,   

    The importance of the right environment 

    Estimated reading time: 4 minutes

    Currently we are witnessing a series of structural changes that have a strategic consequence for organizations. While competitive advantages were traditionally yielded from assets owned by the company, nowadays it is knowledge that helps improve results.

    These days companies are organized in such a way to encourage business practices that generate and protect the company’s knowledge. For this reason, self-managed teams use collective intelligence as their modus operandi with the goal of the group’s ideas and conversations having an impact on the business results. Working together as a team is more productive than working as individuals.

    There are many advantages to working as a team: greater productivity, better quality, customer satisfaction, job satisfaction, and even greater organizational commitment.

    Knowledge generated in groups comes from the individual contributions of each member, meaning this knowledge is aveguarded from imitation by the competition. By creating numerous variables, competitor companies are unable to identify the source generating the competitive advantage, destabilizing this system of surveillance.

    In any case, although it may seem the miracle cure for improving productivity, collaboration does not always positively affect performance, as some individuals may present resistance to sharing their knowledge, something which essentially ends up deteriorating the group’s performance overall.

    It is at this point that the working environment comes into play. One of the greatest premises of economics is to achieve a goal beyond mere individual achievements, where work spaces are shared by people with different, complementary experiences, providing a multi-disciplinary training that covers multiple new areas from non-expert perspectives in order to obtain innovative solutions.

    To reiterate, no one individual can perform all these activities alone and generate improvements or innovations.

    Among the negative aspects of collaboration, there is opportunism, the so-called “stowaway” effect. An individual can corrupt other members into thinking that it is more profitable to reduce their performance, as they can still benefit from the system whether they have contributed or not, which would, without a doubt, destabilize the group’s entire operation.

    To conclude, we need to highlight the importance of the working environment as a key aspect within the group in order to encourage the sharing of knowledge and to work towards a common project, as it is a determining factor in internal collaboration among group members. Nor can we forget that ICTs cannot achieve the desired collaboration alone, but must act as a additional resource, since although they may be a necessary condition in some cases, they are not sufficient in themselves.

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


  • ZyncroBlog 9:00 am on August 31, 2012 Permalink | Reply
    Tags: , collaborative management, , ,   

    Zyncro interviews Laia Congost: knowledge is there in the teams 

    Estimated reading time + video: 4 minutes

    Today we’re bringing you the interview we held with Laia Congost, Marketing and Communication Manager at Contact Center Institute. Contact Center Institute has been implementing Enterprise Social Networks in Customer Service teams for almost two years, creating the new concept of “Social Contact Centers.”

    In this interview, Laia tells us about the importance of Enterprise Social Networks for managing knowledge in teams within the company. We’ll leave you with the video:

    Thanks, Laia! Contact Center Institute is a good example of team and people management 2.0. Has your Customer Service team seen the benefits of corporate communication and collaboration with Zyncro?


    • Business Networks 8:12 am on October 8, 2012 Permalink | Reply

      Thanks for providing the information about importance of Enterprise Social Networks for managing knowledge in teams within the company. Informative video. Thanks for sharing.

  • Rafael Garcia-Parrado 9:00 am on July 13, 2012 Permalink | Reply
    Tags: collaborative management, , ,   

    The dilemmas of learning 

    Estimated reading time: 5 minutes

    Creating new ideas, implementing and updating information systems, controlling technological applications, designing environments and processes are just some of the day-to-day challenges that businesses face.

    All of these challenges have a common denominator, knowledge, which should be integrated in the organization as a source for creating value and competitiveness, helping to differentiate from the rest.

    A fundamental aspect for increasing this knowledge is organizational learning and talent management. In a fluid society such as that of today, adapting to continuous change is essential, and this is where the organization and its employees must stay in touch with reality. Avoiding egocentrism in the organization is a requirement for lasting over time, although sometimes this is no guarantee of success.

    In short, looking around and learning from competitors and collaborators is extremely important and allows the survival of organizations thanks to improvements in their competitiveness.

    These are just some of the consequences of organizational learning in businesses:

    • Learning not only to drive quality, but also as a requirement to create and increase it.
    • Innovation requires a high capacity for effective learning. It also depends on the organizational knowledge base. The more solid this base is, the easier it is to internalize change.
    • Above all, both innovation and learning are processes associated with the individual. This reinforces the idea that improvements in the organization occur with the best people for each situation, strengthening the importance of resident organizational talent.
    • Surroundings influence learning, changes occurring in the markets must be contemplated, not as threats, but as opportunities to learn and improve.
    • Knowledge and learning management should allow the organization to react faster to change, anticipating itself in its culture. Therefore, the importance of a suitable working climate stands out, as do monitoring systems that allow the automation of changes produced.
    • Learning technology influences the way of distributing knowledge and allows new forms of thinking, and of how to process the work, to be developed, with the objective of facilitating employees with it for the generation of new ideas.

    Intelligent organizations sacrifice part of today’s performance to achieve a better performance tomorrow.

    A suitable management of efficient learning will have positive repercussions in the organization, favoring flexibility and openness when faced with change and unexpected events that may occur, because ‘change is the only constant‘. To do this human resources policies should favor both internal and external collaboration that benefits the management of talent together with continuous learning.

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


  • Marta Zaragoza 9:30 am on January 30, 2012 Permalink | Reply
    Tags: collaborative management, , , ,   

    The golden rules for entrepreneurship 

    Estimated reading time: 5 minutes

    I started out on ZyncroBlog by commenting my ideas on what enterprising initiative means in a wider sense of the word. I encouraged you all to be enterprising and carry out all initiatives possible through a journey of constant learning that enables you to develop new and better skills and competences.

    Retaking the comparison we made of the entrepreneur’s journey with Snakes and Ladders, today I’ve got some golden rules to remember when traveling around the board to achieve your mission and vision.

    Golden rules that are essentially factors that affect any enterprising initiative:

    Firstly, our competences that represent our integrated set of knowledge, skills, aptitudes and attitudes that we put into play in any situation or activity.


    We need to identify our competence resources!!


    Both resources acquired in informal and formal contexts. The goal is to be able to design an improvement plan that will help us to achieve our objectives, while being sufficiently inspiring and motivating to encourage us to continue to develop our professional and enterprising competences.

    Secondly, values or beliefs that limit us or build barriers against our enterprising initiatives; some our own, others imposed by our surroundings.

    For greater comfort and quality of life, understood as the level of goods and services we’re capable of acquiring and consuming, we have adopted behavior and attitudes characterized by:

    • Wanting a stereotyped success, which brings us far from any initiative that involves going out and finding our own concept of success;
    • Seeing a job “for life” as the best option for us;
    • Believing that as employees we’re not paid to think, and less still to propose and even carry out our own initiatives, and:

    Being true inter-entrepreneurs!


    • Or simply, running from any situation that involves risk or failure, giving up on the only factor in life that involves true learning.

    All these beliefs have been fed, among others, by an authoritarian, hierarchical business culture and a “human resources” management model that doesn’t take into account that those resources are “people”.


    People with extraordinary competences waiting to be discovered…

    And willing to be promoted in order to contribute to the good progress of those companies, with initiative, independence and creativity.

    Thirdly, we should mention alignment with the environment. This involves being able to identify and analyze all information emerging from the surroundings, be they economic, socio-cultural, political, technological, environmental, etc. in order to prevent threats and design measures and leverage opportunities.


    Any successful initiative with vision for the future will have to watch for the wellbeing of its people and care for the environment.

    Last but not least, cooperation and online work. Working as a team with all the people involved and being able to commence shared projects in all areas. Undoubtedly here the role of Enterprise Social Networks for Enterprises, like Zyncro, is key, as they enable an optimum management of knowledge in the company, which in turn aids cooperation among and between teams.

    To conclude, I sincerely believe that the most interesting and exciting part of the journey is not reaching the end, but being able to develop our competences and share success and being in harmony with our own values and our surroundings.

compose new post
next post/next comment
previous post/previous comment
show/hide comments
go to top
go to login
show/hide help
shift + esc