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  • Denisse Caballero 9:00 am on January 13, 2014 Permalink | Reply
    Tags: collaborative work, , , , , , , ,   

    Team Management vs. Leadership 

    Estimated Reading Time: 5 minutes

    liderazgo vs team managementFirst things first: What does it really mean to direct a work team and how does it differentiate with leadership? John P Kotter explains that leaders are people who do the right things, while the directors/managers are people who do things correctly. This does not mean that one is better than the other; in fact, these two roles are complementary to each other and to operate a team at work to be successful, you need to meet both requirements.

    We understand that  the basis of leadership is founded on the vision of the future, how to communicate that vision and helping people to understand and achieve. On the other hand, directors are those responsible for making this vision to be implemented effectively and successfully, in other words “create plans” to achieve that. That said we clarify that a leader is not necessarily a manager and not the opposite, but it is possible that they can be.

    On one hand, a real manager will provide order, therefore organize and promote compliance with the company’s plans, this will do it by making decisions and delegating functions using a formal structure to generate stability and avoid poor performance. A leader will establish a communication process and will push his/her team together utilizing informal relationships to establish bonds, of which will motivate the workers to transmit said energy to the rest of the team.

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  • María Teresa Farfán 9:00 am on November 27, 2013 Permalink | Reply
    Tags: collaborative work, , , ,   

    Collaborative Work vs. Individual Work 

    Estimated Reading Time: 3 minutes

    For a long time individual work has been preferred in companies, the premise being that each person “scratches their own nails”. However, the globalization and beginning of new forms of work conception has also opened the doors to collaborative work, in which the entire team has common objectives and to not pursue individual objectives that impede the sustained growth in an organization.

    Why is this important? 

    Collaborative work allows, of those who implement it, to get the most out of their human resources of which already supports the concepts of each partner and collaborator to join in the search for better options for the company.

    Additionally, collaborative work establishes a trust between members of the group, leaving behind those times when each person “scratched their own nails” and opened way to the joined responsibility about the work done. 

    Another great advantage of collaborative work is that it increases and solidifies social relations and, therefore, presents improved organizational culture within the company, an increase in the self-esteem of workers and better management of internal conflicts.
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  • Manel Alcalde 9:00 am on October 28, 2013 Permalink | Reply
    Tags: , , , collaborative work, ,   

    Collaborative Environments and Brand Management: All in one 

    Estimated Reading Time: 5 minutes

    Lately, for work issues, I attend some meetings with multinational companies. I am a witness to how the biggest companies attempt to communicate their strategies and sales pitches to their global brand teams looking for opinion uniformity. I think a great job of internal marketing is when in just a few hours, it is intended that all team members from teams in different countries, become aware of what their company has done differently and its products from the competition.  It is also, I believe, an important storytelling task: It is vital that these employees listen, understand, enjoy themselves and share the story that the brand wants to explain about itself in order to clearly move it and get their clients passionate about it.

    However, management of a worldwide brand is a complex issue that is not resolved in occasional hotel meetings. Looking for all to go to one, and at the same time respecting the specifics of each market, the biggest companies know that it is necessary to create synergies and collective work environments that facilitate the design of global strategies to work in one coordinated way. In this sense, the constant exchange of information and experiences are very important, as is to establish the means to be able to carry out common planning processes. Having an accessible business communication system, interactive and agile is basic: it can function as a global knowledge bank and at the same time as a permanent meeting place which ensures that objectives, positioning, strategy, identity, vision, mission, etc. are shared by the company’s employees.

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  • Eduardo Zamora 1:18 am on October 25, 2013 Permalink | Reply
    Tags: collaborative work, , , , , ,   

    Enterprise Social Networks and E-learning: The Combination of Success to Improve Company Performance 

    Estimated reading time: 5 minutes

    Enterprise Social Networks are an essential part of communication and collaboration within any company. But its quantity of benefits are not limited to the two previous matters. Luckily, technology allows us to increasingly extend its radius of action to any individual in an organization, whether it be administrative staff, or to those who  perform their work in the field.

    What would be the benefits that an employee could find within a communication network within their company?

    Training: The growth of knowledge, including skills, will directly affect the results that we look for with each team member, without neglecting the fact that it can enlarge your résumé professionally.

    Recognition: The achievements that an individual attains at work are not always celebrated and this can work against any employer. It is of great importance to establish strategies that insure an accurate evaluation of an employee’s’ activities and generate acknowledgments.

    Incentives or alternate earnings:  Counting with variable schemes that encourage individual workers to overcome the objectives sought at a general level, it converts into a tool that will give you that extra push, allowing to put aside conformity to seek results.

    From the three pillars defined above, we will detail the magical combination that will allow us to align all these efforts in only one channel so as to not divert any action and to harness the energy of a single solution: (More …)

     
  • Ana Asuero 9:00 am on October 14, 2013 Permalink | Reply
    Tags: , , , , collaborative work, , ,   

    6 Characteristics of a Collaborative Leader 

    Estimated Reading Time: 4 minutes

    In a time when the need to continually repeat existing collaboration among employees in companies, it is more necessary than ever to be clear about the fundamental pillars to correctively build this collaborative work environment. I spoke once before of what the good habits are of collaborative organizations. And today I would like to dwell on the role of those who lead these organizations.

    For the success of collaborative work models, the first thing that should exist is the conviction about the benefits of those who lead them. It is imperative that they have clear what the characteristics they should care for are in order for collaboration to take the  form of triumphant work.

    1. Define and pursue a common objective. A team is a group of people that works together with a common goal. Without this shared goal, there is no team. Without a goal, the group will not have motivation, nor a meaning.

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  • Ignasi Alcalde 9:00 am on October 8, 2013 Permalink | Reply
    Tags: , collaborative work, , ,   

    Smart Collaboration: The Growth of the Collaborative Enterprise 

    Estimated Reading time: 6 minutes

    Note from the Editor: Ignasi Alcalde has given us permission to use this article that was published in his blog, in which he talks about how collaboration has converted into a key aspect in organizations. What consequences does collaboration have in the definition of work relationships in a corporation?

    We are immersed in a “new economy” in which has begun to predominate more  non-conventional work relationships, and where effective collaboration is consolidating itself as a key point. In his book Sustaining the New Economy: Work, Family, and Community in the Information Age, Martín Carnoy draws the foundation of the scene of work relationships in the “new economy” with the comment: “Work is not disappearing but rather it is suffering a profound change. The two key elements of the transformation are the flexibility of the work process and the interconnection in company networks and the individuals inside those companies.”

    But let’s go a little deeper into the core concept of the “new economy”. While many academics and economists have tried to define it, it’s interesting to note David Neumark’s point of view in his article Employment Relationships in the New Economy where in place of finding a definition of the new economy, he explores its consequences and analyses what the new economy produces as “new”.

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  • Francisco Eguiza 9:00 am on October 7, 2013 Permalink | Reply
    Tags: , collaborative work, , , , team work   

    4 recommendations for working in a team 

    Estimated reading time: 4 minutes

    It has been demonstrated that working in a team, co-working and corporate collaboration, are three main strategies of success in a company or business. Nevertheless, it is common (and accounting for the talented personalities thereof) that working in a team can convert itself into a complicated situation before a prompt solution. For this reason, we are introducing four recommendations for working in a team in an appropriate and successful way.

    1. Involve yourself

    This should be the number one rule in this topic. Honest participation in the membership of the team, since no talent should be left behind in the process. It is extremely important to ask and offer help, above all when it is concerning a new element in the company. The fixed paradigm should be the constant support, the stimulus of work and the empowerment of each member to provide a mesh of complete machinery of the company or business.

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  • Matthieu Pinauldt 9:00 am on June 11, 2013 Permalink | Reply
    Tags: collaborative work, , , , , , , , ,   

    [Whitepaper] Why implement an Enterprise Social Network? 

    Estimated reading time: 4 minutes

    Do you think that your company is fine as is and doesn’t need a change in communications and employee collaboration yet? You’ve heard of Enterprise Social Networks, but still haven’t got a clear idea of the benefits they could bring to your company?

    We’d like to present this whitepaper in which we unveil 10 reasons why you should implement an Enterprise Social Network to encourage collaboration, communication and productivity and performance in your company.

    When you finish reading it, your only question will be how do I start to roll out an Enterprise Social Network in my organization. Don’t worry, we’ve got that covered! We have another whitepaper in which we explain how to convince top management in your company and take those first important steps.

    Download the manual and discover 10 great reasons why you should implement an Enterprise Social Network.

    Enterprise Social Networks are now part of the leading tools integrated by businesses. Deloitte predicts that by the end of 2013 90% of the Fortune 500 companies will have implemented and Enterprise Social Network.

    We know that the road towards the Enterprise 2.0 involves a change both in culture and processes, and that’s not always easy. Our mission is to help organizations take that step and achieve their maximum potential through the use of social technology applied in business environments.

    In this document you’ll find 10 great reasons why to implement an Enterprise Social Network in your organization.

    1. It will help you align your company’s culture
    2. It improves your processes
    3. It favors the exchange of knowledge and skills
    4. It optimizes knowledge management
    5. It motivates teams
    6. It encourages innovation
    7. It brings you closer to your employees
    8. It enhances mobility
    9. It can be connected to the other tools used in your company and can structure the flow of information in a single activity feed
    10. It increases profitability

    Download the whitepaper and discover the benefits of becoming a social enterprise.

    After reading it, if you need help in implementing your project, contact us and we will help you ensure that it is a complete success. Write to us at sales (@) zyncro.com.

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

     
  • Joan Alvares 9:00 am on May 10, 2013 Permalink | Reply
    Tags: , , , collaborative work, , ,   

    Liquid teams for liquid times 

    Estimated reading time: 3 minutes

    There’s one question that is usually repeated when you get up to present your company: How many of you are there? At times I say there are three of us, others that there are thirty odd, according to the need to be impressed I see in my interlocutor. And in both cases, I’m telling the truth, because at Poko we work with a basic core of project managers and a liquid team that adapts according to each project.

    I’m one of those who thinks that to do something that makes sense, a team needs to be adapted to the project, not the opposite. Because when a company refuses to leave its comfort zone, when it doesn’t feel the need to involve external talent and explore beyond its own knowledge, normally it’s because it is doing something that already exists, more or less prescindible, that expires, easily Chinesed.

    Today the best restaurants in the world are just that because they had brought cusine closer to fields as diverse as art, science or industrial design; to do that they needed to involve the best professionals in these fields. A talent that a fixed structure surely could not have paid, and that would not make sense having permanently in a kitchen. Tomorrow’s project will be different to today’s, and it will force us to find collaboration with different professionals

    In a constantly changing world, the Internet enables us to build big companies without the need to be big structures. The idea is to create talent ecosystems, capable of detecting challenges in a project and capturing the best specialist to respond. The Internet invites us to discovery, disintermediation, cooperation among professionals with different talents that work in different parts of the world. It’s up to us to accept that invitation.

    In your organization, do you also use collaboration networks for different projects? When you collaborate with disperse team, you need great communication to ensure everything works like clockwork. How about using an Enterprise Social Network for this? Try Zyncro!

    Joan Alvares is founding partner of Poko and lecturer at the Istituto Europeo di Design

     

     
  • Virginio Gallardo 9:00 am on April 10, 2013 Permalink | Reply
    Tags: collaborative work, , , , , , ,   

    The future of training will be social in communities 

    Estimated reading time: 8 minutes

    Editor’s note: Virginio Gallardo has let us post this article from his blog where he talks about what the new social learning environments in communities will be like. At Zyncro we are prepared for this revolution, what about you?

    We create much knowledge with a high expiration and this forces companies and professionals to reinvent knowledge management, training and business development processes.

    There are things from the past that we should bury in the past forever, because they block new ways of seeing the future. This is especially true in all things associated with what we know of education and training.

    We must learn to live with new concepts like personal learning environments, “gamification”, socialization of learning… although for many these terms are strange and unknown.

    However from all these new ways of learning, I suggest you reflect on the role of Communities, new organizational structures that are not mostly created with educational purposes, but that are the major source of learning in our professional future.

    Social learning, in communities

    In the company, learning in classrooms, memoristic, conceptual, separated from the reality, cognitive, disciplined learning… is disappearing. However, the classroom continues as the basis of business training. We must make the effort to forget this way of undersating education in companies, as the future has little to do with this reality.

    The new ways of learning will be often informal, outside the classroom, without programs, “serendipity”, ubiquitous (in any time and space), cooperative (social, in groups via conversations), participative or inclusive, where we are not just recipients, but also creators of content and ideas (prosumidors).

    Learning will be integrated in our company’s behavior and values as an on-going and collective phenomenon that will affect all us professionals constantly. For this reason, from the company we must ask and help our professionals to create their own personal social learning environments, which in some cases will be closely connected with the company, but on other occasions will be connected with external professionals or systems and educational institutions. The professionals that survive in the future will be socialnetworkers, experts in developing themselves in networks.

    Of all these new phenomena, the most revolutionary way of learning is that you learn with others in collaborative work environments: communities. Usually in technological environments where you connect, share, analyze, question, apply, share, analyze…

    The communities designed for learning are the so-called communities of practice. They are the most well-known: groups created with the purpose of developing a specialized knowledge, sharing learning based on the reflection on practical experiences. This type of community will be created in all companies and in all business environments (commercial, production, management, etc.)

    Many workers will be present in external communities of practice. Faced with the complexity and specificity of the knowledge of many of their workers, they will be trained with external resources, resulting in socially intelligent workers. And this will be done with external academic institutions and platforms, many on the Internet or in external informal groups. Many employees will create their own social learning space on which their professional success will depend.

    However, intelligent organizations will create, above all, another type of community. Communities that are not just used to share internal knowledge, but to resolve business problems, with the knowledge of employees being used to do this. Intelligent organizations will ensure their employees are connected in the network with other professionals, especially within the company.

    More efficient social environments for learning are not environments created to learn

    The most relevent learning theory for the digital era is connectivism, which according to George Siemens establishes that learning starts from the diversity that emerges from connecting people (nodes) and the quality of their connections, where decision-making is itself a learning process.

    The new ways of learning give increasing importance to action and real or simulated decision-making within the network learning process. The communities designed to improve processes, to reduce costs, to increase sales, to analyze new products, will be the communities where the professionals learn the most.

    The learning that will extend in the future will not separate learning and work, it will not separate theoretical learning and real decision-making, it will not separate between communities to learn and those used for decision-making. Communities where the most will be learned, those that will be most used in the future are the communities whose goals are associated with business: communities for improvement, innovation, creation, systemized…

    The goal of these communities is not to develop applied knowledge; the goal is change, the transformation or achievement of goals. They will be created to innovate, although they will be the greatest source of learning for new workers in the digital era.

    These communities will have many characteristics of the communities of practice, but proactivity and distributed leadership and the creation process of ideas to implementation (the so-called idea trip) will be the new bases of success. These communities will be the most mutable and flexible organizational structures, in which there will be roles and decision-making that require the management of complex knowledge thanks to the participation of diverse specialists.

    No, we won’t separate work from learning again. And this will make us think that perhaps there are memories from our childhood that we should not bury in the past forever and that we should remember school and how we learnt there… in the school yard. We will learn like we learnt when we were kids, experimenting, sharing and creating collaboratively, making mistakes and correcting ourselves, to achieve goals.

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

     
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