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  • Josep Baijet 9:05 am on April 10, 2012 Permalink | Reply
    Tags: , implementation, , ,   

    The 5 pillars of SocialMethods (or what to use an Enterprise Social Network for) 

    Estimated reading time: 7 minutes

    Welcome to the third part on implementation methodology for an Enterprise Social Network like Zyncro. Here on ZyncroBlog, we thought that before you start back into work after Easter you should spend a moment thinking about assessing the need and importance that a Social Software implementation project requires.

    To think more about this aspect, it is clear from our point of view that there are five key concepts in the project. All are implemented in what we call SocialMethods (from ZyncSocial) and are the backbone to the methodology:

    1. Project Management: The ease with which we use social media blinds us at times. It’s one thing for it to be easy to use and another thing that we decide that everyone should use it however they want without order or agreement. You need to plan, determine strategies, allocate tasks and coordinate them. Designate a project manager. Your IT department may be a good choice for this role; they’re used to doing projects of this sort.
    2. Change Management: All us that work in 2.0 environments seem to believe that everyone is familiar with them. What’s more, since we move in sectors where that is the case, we forget there’s another side. However, unfortunately we forget there’s still a large section of the public that are not familiar with social media and need help. If we don’t take this into account, our project can be a failure due to the internal resistances that we encounter. To resolve this issue, we need to find political complicity, take into account people, understand the reason why they might reject the tool or project, and communicate, communicate and communicate.
    3. Internal Marketing: Make it dynamic, give it life and a spark… If you want people to take the project seriously, you need to take internal marketing seriously. Give the project a name and incentivize participation through games, competitions, community management and other similar initiatives. Do it in the right measure; don’t make the project something trivial but don’t convert it into “another intranet” either.
    4. Support: The core of the project is people. So they need to know who to go to when they have problems or need help, both for technical and user issues. What’s more, consider the user’s level when providing them support. If they’re one of those people afraid of doing something wrong or who often finds difficulties, don’t send them a mail. Go to their desk to help them out. If the project is large, create the ZyncroUser helpdesk.
    5. Follow-up and control: Like any other project, it needs to follow indicators, or at least the essential ones: costs, timing, user satisfaction, management satisfaction and team satisfaction. Watch these constants and if they deviate from the plan, put measures in place to fix them.

    These are the five main pillars that support the SocialMethods. Allocate responsibilities for these 5 perspectives and keep them operational throughout the implementation of your Enterprise Social Network.

    (And by responsibilities, I mean names and numbers. Doing it or not is a good measurement of their commitment to the project).

    Synthesis of the 5 pillars of the SocialMethods

    The 5 Pillars of the Social Methods

    In my last post “Set a goal for your Zyncro” we looked at determining “why” you acquired an Enterprise Social Network like Zyncro.

    With this now covered, we want to share our experience on the matter. From our projects with customers who have looked at this “why”, we have seen that most companies end up looking to achieve goals that can be summarized in 16 types.

    1. Co-creation: Create or change products or services through a collaborative process with customers and suppliers
    2. Collaboration: Enhance the company’s collaborative capacity with regards to processes, decisions and activities
    3. Conflict resolution: Resolve conflict situations between areas of the organization
    4. Engagement: Get greater involvement from employees in the company
    5. Process improvement: Leverage collaborative tools to make improvements in the organization’s current processes
    6. Knowledge management: Increase the possibilities of finding the best resources in the company for determined actions according to their experience and knowledge
    7. External communication: Improve the communication of different aspects (news, improvements, changes, etc.) with customers and suppliers
    8. Document management: Improve document management processes within the organization, making it easy to manage and easy to find
    9. Innovation: Generate new ideas for improving the organization, study them and if possible, implement them
    10. Training: Improve learning systems within the company
    11. Relationships among employees: Enhance knowledge among employees in the organization
    12. Mentoring: Support mentoring processes within the organization to help develop middle management
    13. Workflow: Create workflow processes in the company
    14. Project management: Manage projects more efficiently.
    15. Sales management: Establish systems for managing interactive sales opportunities and customer service through collaborative tools
    16. Personal productivity: Focus on improving individual productivity by using collaborative systems

    What are the goals in your company?

    You can choose one or two, but we recommend that you don’t be too ambitious. Your choice needs to be realistic.

    Each of these goals needs careful planning and to carry out tasks that help us achieve them. For this reason, ZyncSocial has created the SocialMethods, plans ready to be rolled out according to the goal sought in your company.

    For each type of project, there is a plan, a template with time, resources, tasks and costs that are required to achieve it.

    The following diagram gives the 16 SocialMethods:

    We’ll explain more about these SocialMethods in our next post, but meanwhile… ask yourself:

    Can I improve these aspects in my company?

    If the answer is yes, then don’t hesitate: put a SocialMethod in your life, and of course… an Enterprise Social Network.

    If you want more information, don’t hesitate contact us at:

    info (@) zyncsocial.com


     

     
  • Josep Baijet 9:14 am on March 27, 2012 Permalink | Reply
    Tags: , , implementation   

    Maybe you got Zyncro for one of these reasons? 

    Estimated reading time: 4 minutes

    In my last post “Set a goal for your Zyncro”, we looked at working out “why” you acquired Zyncro. With this now identified, we want to share our experience on the matter.

    From our projects with customers who have looked at this “why”, we have seen that most companies seek goals that can be summarized in 16 types:

    1. Co-creation: Create or change products or services through a collaborative process with customers and suppliers

    2. Collaboration: Enhance the company’s collaborative capacity with regards to processes, decisions and activities

    3. Conflict resolution: Resolve conflict situations between areas of the organization

    4. Engagement: Get greater involvement from employees in the company

    5. Process improvement: Leverage collaborative tools to make improvements in the organization’s current processes

    6. Knowledge management: Increase the possibilities of finding the best resources in the company for determined actions according to their experience and knowledge

    7. External communication: Improve the communication of different aspects (news, improvements, changes, etc.) with customers and suppliers

    8. Document management: Improve document management processes within the organization, making it easy to manage and easy to find

    9. Innovation: Generate new ideas for improving the organization, study them and if possible, implement them

    10. Training: Improve learning systems within the company

    11. Relationships among employees: Enhance knowledge among employees in the organization

    12. Mentoring: Support mentoring processes within the organization to help develop middle management

    13. Workflow: Create workflow processes in the company

    14. Project management: Manage projects more efficiently

    15. Sales management: Establish systems for managing interactive sales opportunities and customer service through collaborative tools

    16. Personal productivity: Focus on improving individual productivity by using collaborative systems

    What are the goals in your company?

    You can choose one or two, but we recommend that you don’t be too ambitious. Your choice needs to be realistic. Each of these goals needs careful planning and to carry out tasks that help us achieve them. For this reason, ZyncSocial has created the SocialMethods, standard plans ready to be rolled out according to the goal sought in your company.

    For each type of project, there is a plan, a template with time, resources, tasks and costs that are required to achieve it.

    This diagram gives the 16 SocialMethods:

    We’ll explain more about these SocialMethods in our next post. 😉

    Josep Baijet is General Manager at ZyncSocial, a Zyncro partner specialized in consulting, training and implementation for enterprise social networks.

     

     
  • Patricia Fernandez Carrelo 10:10 am on March 20, 2012 Permalink | Reply
    Tags: , implementation, Penteo, ,   

    Penteo Report: Case Study of the Adoption of Enterprise Social Networks 

    Estimated reading time: 3 minutes

    Penteo Report

    Penteo Report: Case Study of the Adoption of Enterprise Social Networks


    Zyncro
    presents the Penteo report, which analyzes the experience of several companies that have successfully implemented enterprise social networks in their organizations.

    Penteo is an independent consultancy firm providing consulting on IT technologies. They are experts in market analysis and innovative business solutions.

    From HR to IT, through to General Management, Marketing or Communication, new initiatives are arising that evolving our way of working towards the new paradigm of the Enterprise 2.0, built on the Internet and based on collaborative work, leaving traditional individualistic or hierarchical models far behind.

    Some of the goals sought by enterprises that implement an enterprise social network are to encourage participation, avail of a social software, forgetting the obsolete intranets of yester-year, centralize corporate knowledge, drive innovation, heighten the feeling of belonging.

    To ensure the success of the change, these goals need to be kept in front of mind. Executives need to buy in, both in communicating these goals from the outset and in promoting the change by setting the example and providing all the necessary resources. Finally, the benefits obtained need to be measured to take corrective actions where necessary, and ensure satisfactory results.

    In this case study, Penteo has summarized how several companies have implemented this process, and what the key factors for the success of the project are.

    With the Penteo Report, you’ll discover:

    • The needs and concerns that initially motivated the project
    • The decision-making process before rollout
    • The importance of a pilot phase and executive buy-in for the success of the project
    • How ease of use and implementation makes other business areas consider its adoption
    • The change in users’ habits and the benefits
    • The key factors for success and the main challenges detected

    This report is devised for Management teams, as well as HR, Internal Communication and Marketing departments. Share it with the whole managing team of your organization.

    Download the Penteo Report and discover the factors for success in implementing your Enterprise Social Network!

     

     
  • Josep Baijet 10:43 am on March 19, 2012 Permalink | Reply
    Tags: , implementation, ,   

    Set a goal for your Zyncro! 

    Estimated reading time: 4 minutes

    The Cat in Alice’s Adventures in Wonderland

    ‘Would you tell me, please, which way I ought to go from here?’ said Alice.

    ‘That depends a good deal on where you want to get to,’ said the Cat.

    ‘I don’t much care where – said Alice.

    ‘Then it doesn’t matter which way you go,’ said the Cat.

    This is what the Cat said to Alice “Alice’s Adventures in Wonderland”, the magnificant work by Lewis Carroll.

    It illustrates the need of a goal if we want to know which path to choose. Something similar happens in some companies where we help implement Zyncro.

    In some cases, after an initial period of excitement and enthusiasm, we see that after some weeks there’s a certain indifference: “I use it reactively”, “I don’t have time”, “It’s easier to send a mail”, “I don’t know what it can do”…

    First: Don’t be worried if this has happened to you; your company is completely normal.

    Second: The problem is not Zyncro; you made the right choice.

    What you have to do is meet with those people that decided to acquire Zyncro and ask them “Why?” have we bought it. It’s not enough to say “to collaborate”, “to share”… We need to state business goals, improvements that provide us with greater competivenessIf not, why have we made the investment?

    Secondly, designate someone to lead the project so that it achieves what you set out to do. Put someone with influence in the organization at the head of the project.

    It seems easy and logical, right? Well, it’s not. And it’s not because we’ve transferred the reasons that compel people in public social networks to enterprise social networks. That’s like saying that you need to build a beach in the company because people like going to the beach.

    If we analyze the reason why people use social networks, we find that although they are designed to achieve things as a community, each individual acts out of desire for a personal goal. We choose the collective goal but as individuals.

    It is not the same in organizations, probably very few people would join Enterprise Social Networks out their own, voluntary decision. Most are there because they have to be. So we can’t expect them to be thrilled about the enterprise network, to enjoy it and to be proactive… don’t expect them to be that way without your help.

    We have to help them understand why having Zyncro is positive for everyone. To start, the company must give a reason for having and using the Enterprise Social Network, a goal that should be more than achievable and the more consensus it has the better. Give them the “Why?” and don’t fall into the temptation of going into “Because we need to share more”.

    If you’re unsure how to do it, just call us! ZyncSocial is there to help you.

     

     

     
  • Mireia Ranera 10:02 am on February 28, 2012 Permalink | Reply
    Tags: , , , , , implementation, , , , middle management, , , ,   

    20 tips for a successful Social Network for Employees 

    Estimated reading time: 5 minutes

    Editor’s note: We would like to thank Mireia Ranera (Director of HR 2.0 at Íncipy, Digital Strategy and Innovation) who has shared with Zyncro her article, given below.

    Mireia gives her clear tips on how we should make the change needed to get the most out of an Enterprise Social Network.

    20 tips for a successful Social Network for Employees

    We had got used to the idea that all technological innovation (the first computers, cells, Internet, email…) started off initially in companies and slowly was transferred to the private sphere.

    Now the exact opposite is happening. Our employees have smartphones, tablets, computers… that are much more modern and innovative than the ones our companies give them.

    But leaving the devices themselves aside, new communication channels and ways of communicating associated with professional topics are appearing first outside the organization’s walls, such is the case with Professional Social Networks, enabling employees, collaborators… to communicate, relate, exchange experiences, ideas and opinions.

    Now we want to take advantage of what is happening naturally and spontaneously outside the company’s walls and transfer the potential of social networks to inside our companies with internal tools.

    There is no shortage of media, as a multitude of social platforms and software have appeared on the market to be implemented in enterprises, and cloud computing has made things much easier.

    All offer powerful functions like in the open networks: profiles, groups, directories, internal blogs, share spreadsheets, wikis, collaboration tools and communication in real time…

    Really excellent features for promoting interaction among members of a company, helping to strengthen relationships and collaboration, encourage the flow of knowledge and to leverage collective intelligence.

    What’s more, documented studies show that there are important benefits to be obtained from an Enterprise Social Network (McKinsey: “The rise of networked Enterprise: web 2.0 finds its payday”)

    So, it’s hardly surprising that, given this potential, more and more companies are seriously considering implementing social network for exclusive, private use for all its employees.

    But we must not fall into the trap of thinking that if our employees use the social networks outside the company’s, that they will also do so inside. Nor is it a case of simply integrating a powerful internal social software and waiting for our people to start to use it. It is an organizational change, a new internal way of working, communicating and relating to one another that must be guided and stimulated.

    When is an Enterprise Social Network for employees really successful?

    1. When the vision of its benefits starts from General Management.

    2. When this vision is shared without fear and with courage by the other Directors.

    3. When the Directors know how to transfer their support and priority to Middle Management.

    4. When it is communicated and users are involved in the objectives of the initiative and in the real advantages that the new platform will mean for them in their work.

    5. When IT becomes involved, supports it, provides their know-how instead of seeing it as a loss of power.

    6. When a platform that is suitable for the specific objectives and needs of the company is chosen. You need to choose the best tool and don’t see the project as just a matter of buying licenses.

    7. When the platform is so easy to use that it is intuitive and it generates a pleasant, simple and extremely visual user experience.

    8. When the implementation is planned and stimulated, and users’ participation is made dynamic.

    9. When it is implemented without imposition, and users are supported with patience so that they lose their fear, become familiar with it, and learn without pressure.

    10. When you don’t fall in the trap of thinking that users will start to use the tool spontaneously, automatically sharing information and working collaboratively.

    11. When actions are carried out and stimulated to encourage participation, collaboration and help break those initial barriers.

    12. When the results of implementation are measured (level of participation, reading, contributions, comments, interaction, etc.) and you act and reactivate participation based on those results.

    13. When the project is planned and started with pilot groups to learn, experiment and detect possible obstacles and opportunities.

    14. When the know-how learnt is applied and implementation is gradually extended to the rest of the organization.

    15. When users manage to improve aspects of their work with the new platform and achieve things that mail or traditional media couldn’t do.
    16. When specific, top priority and valuable projects for day-to-day operations for employees, teams and the company are transferred to the platform.

    17. When Management also participates actively and shares, exchanges ideas, makes suggestions… with the same transparency as the rest of users.

    18. When employees see their contributions recognized by their superiors (with mentions, thanks, recognition of talent…)

    19. When content of interest is shared and good repository of knowledge is generated that will be useful for everyone.

    20. When, as well as work issues, more personal issues are shared, as they help to humanize relationships and consolidate teams.

     

    My thanks to all my colleagues at Íncipy for helping me select these 20 tips, found from our day-to-day operations in supporting and stimulating Enterprise Social Networks.

    The list is open to all your contributions and suggestions. Will you help us extend it?

     

     
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