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  • Francisco Eguiza 9:00 am on September 17, 2014 Permalink | Reply
    Tags: , , innovation, , ,   

    SoMoClo, your company and its entire ecosystem always connected 

    Estimated reading time: 4 minutes SoMoClo, your company and its entire ecosystem always connected A couple of years ago, people were already talking about SoMoClo as a potent, exuberant and explosive trend, above all in the fields of digital marketing and innovation, allowing companies to reach a greater audience with a more precisely-defined target and even better results (i.e. using geolocation services to send catalogues, discounts, payment methods and calls to action to smartphones). However, in this article I’m NOT going to talk about SoMoClo in terms of marketing. I want to dedicate this space to looking at how this trend can be used to help your company or business, to help your organization. So…

    What is SoMoClo?

    Let’s start with the following premise — nowadays EVERYTHING is Social, EVERYTHING is Mobile and (almost) EVERYTHING is on the Cloud. SoMoClo is an acronym for Social Mobile Cloud. Given that the previous premise holds true (and I’m not the only one who says so), why not align your company with Social, Mobile and Cloud principles?

    In the strictly business sphere, the objective of SoMoClo can be summed up in a single phrase: “Your company and its entire ecosystem: available anytime, anywhere.”

    Imagine the impact on your company or organization by having all the relevant information available, NOT just on your team’s PCs, but in a secure, private repository where all you need is an internet connection to start working. Response times are reduced, information is expanded, feedback becomes a positive tool (that, after all, is why we talk about Social) and work teams are fully capable of acting and reacting via the Cloud. (More …)

  • Gustavo Martínez 9:00 am on January 21, 2014 Permalink | Reply
    Tags: , , , innovation, , ,   

    Keys to Success in Video Blogging for Your Company 

    Estimated reading time: 5 minutes

    In previous occasions, in this same space, I spoke about the advantages and usefulness of having an internal video blog for your company and specifically for your product. Including a video blog on your website, additionally getting you closer to your target audience, will generate more traffic that will later generate more sales for your business.

    A video blog is one of the most direct forms of communication on the internet. It allows your public to feel closer to you and makes the experience more dynamic for the visitor on your website, so it is recommended that you take into account five important points if you want to succeed with this tool.

    1. Avoid monotony

    Video blogs, even though their production involves processes similar to television production, are very different in the background and form.  Managing a friendly, clear and understandable language will capture the attention of your audience. Do not improvise. Give yourself the time to prepare the content of your capsule. Research done beforehand about the subject and a script can help you out a lot. (More …)

  • Zyncro Blog 9:00 am on December 17, 2013 Permalink | Reply
    Tags: innovation, , ,   

    3 Content Curation Tools Every Online Marketer Must Be Aware Of 

    Estimated Reading Time: 4 minutes

    Editor’s note: This article that we’re sharing today is an english adaptation of this post by Edna Campos published in our Spanish blog made by Zyncro.

    In a previous article about content curation, we talked about the Achilles heel of the contemporary marketer: finding the appropriate content and quality to supply it to our audience through suitable channels.

    Finding, collecting and organizing existing content on the web for our content marketing strategies– It sounds easy, however, there is a lot of information, not all of it is of good quality and additionally, this process can take us a lot of time if we don’t have the proper tools.

    Utilize the Correct Tools

    Here I list three tools that will be highly useful in the content curation process:

    1. Listly: Tools with which members create or recover lists around any topic, working to add items to the list and/or vote for existing items. You can: 1. Create original lists to use on your blog,  2. recover lists of useful content from other blogs, and 3. listen, that is, receive feedback. Listly supports its tools on the basis that “social interaction creates living content” and modern digital marketers wait to interact with the information they consume.

    (More …)

  • Lelia Zapata 9:00 am on November 25, 2013 Permalink | Reply
    Tags: innovation, ,   

    Fostering a Culture of Innovation: Internal Communications’ Objective 

    Estimated Reading Time: 5 minutes

    Note from the Editor: Today we welcome a new author to our blog. Lelia Zapata (@leliafabi) is a teacher and researcher. She is an expert in Internal Communication and a founding partner at Talentos Reunidos. Welcome! You can follow her on her blog.

    It is said that innovative culture must be the motor that excites creativity in work teams, fresh contributions, roads that lead to continuous improvement in  products/services and processes.

    It is a serious mistake to relegate the activity of innovation to minority groups and defer this responsibility when you have time. Innovation is not simple.

    It requires an innovative culture that we must support and spread. The responsible area for its diffusion is the company’s internal communication area.  

    What can be done from the area of internal communication to implement an innovative culture?

    15 Contributions in the area of internal communication for innovative culture 

    1. Popularize the idea that innovation must be understood as any process of management. That it is not only competition in the area of I+D+I, nor marketing.  

    2. Disseminate policy and innovation strategy designed by the Department or Management.  Fertilize the organization with continuous messages about collaborative innovation. The resources can be printed signs, online banners, blog posts, story-telling articles, interviews, reports, videos, etc.

    3. Spread around the fact that innovation is a part of the company culture. Highlight sections which state commitment to innovation: mission, vision, business creed.
    (More …)

    • James 11:01 am on June 16, 2015 Permalink | Reply

      Innovation should be a continuous process. We ought to create a culture of developing and coming up with new ideas. For these to be effective, we must have clear communication channels among the groups involved.

  • Rafael Garcia-Parrado 9:00 am on July 22, 2013 Permalink | Reply
    Tags: , , innovation,   

    Organizational permeability as a source of innovation 

    Estimated reading time: 4 minutes

    There’s a lot of talk about the need to innovate in HR. The change required in Human Resources must enable in companies new ways of doing things to be implemented.

    Usually, open innovation models are referred to when making allusions to the company’s relationships with the exterior. An organization open to market or consumers’ concerns can revolve around the search for a better alternative in terms of competitiveness . This means that we have to understand the benefit that this permeability to the exterior represents, enabling innovation resulting from relationships to be incorporated.

    However, many companies see innovation from an endogenous model, making the acquisition of innovation somewhat expensive and slow, reducing its competitive potential. This is where their error lies, seeking to maintain the organizational structures of the past by limiting relationships to bureaucratic paperwork and rejecting the option to leverage openness as a channel for allowing new ideas or ways of doing things to seep in.

    Open and participative innovation is required, but it means organizations must understand the benefit of involving third parties with new ideas in their processes and the need to stimulate collective intelligence, promoting the figure of the intrapreneur who alone can favor the creation of value.

    This change towards permeable organizations that opt for forms of open innovation represents a challenge for HR. Its function will be to position themselves as facilitators who need to manage the organizational horizontal alignment, encourage change management towards new models, favor continuous learning, and permit autonomy in people’s work.

    ICTs will play an important role in accelerating innovation through collective construction. This will require companies to optimize their communication channels with the external agents who participate in their processes. In this sense, Enterprise Social Networks as a facilitator of communication and team coordination are a major competitive advantage.

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

  • Virginio Gallardo 9:00 am on February 26, 2013 Permalink | Reply
    Tags: , , innovation, , , professional brand   

    The revolution is called ‘social networking’, not ‘personal branding’ 

    Estimated reading time: 8 minutes

    Editor’s note: Virginio Gallardo has allowed us to publish this article from his blog where he reflects on how social networks force us to reinvent ourselves professionally and become ‘social networkers.’ We wanted to post it since we share his ideas on how technology, and more specially, social networks transform environments and ways of working. At Zyncro we are prepared for this revolution, what about you?

    Many already understand that social networks bring the promise of a revolution without precedents in our work environment, but based on old paradigms, they basically think that it is a form of networking, a way of promoting their ‘personal brand’, more than a new professional environment. The revolution isn’t called ‘personal branding’, rather ‘social networking’.

    The social networks are perceived by many professionals as a medium that they must be present in to be found, to network and earn notoriety, but that is just the tip of the iceberg.

    The impact of social networks on our professional lives promises to be much deeper. They represent a new work environment where connectivity will be the equivalent to professional efficiency that will form part of our way of understanding work.

    Professional branding and the promotion showcase

    More than a decade and a half has passed since Tom Peters wrote his renowned The Brand Called You. Personal branding as a concept has spread and now is living its golden age with social networks.

    Linkedin was the first step for most professionals in approaching social networks from a professional point of view, seeking to be found, as a macro-agenda, and a tool for employability. However, they gradually heard of and included other social networks initially with the same purposes, but above all, seeking to increase ‘employability’ through personal branding.

    Silently, the Internet has been gradually filled with notoriety search engines. More and more professionals affirm in a loud voice that “if you aren’t on the net, you don’t exist” and basing themselves on the old Machiavellian quote: “Many see what you seem, few know what you are”, try to create themselves an image that “has a high engagement with the target audience.” They seek to become more notorious, more ‘employable’, known by customers/employers and build an ‘appearance’ in line with what is expected of ‘new professionals.’

    The new magic words that start to dominate are called Klout, promotion, impact, relevent benefit for our audience, emotional warmth in communication and conversation… Words that are confused with acronyms and Internet analysis software, with promises of going quicker in what seems to them to be a wacky race that lets them reach the clouds in ‘notoriety on the Internet.’

    The internet as an environment of professional evolution and reinvention

    There is another group of ‘professionals’ for whom the social networks is something deeper, a open door towards a new reality, a virtual reality that provides them with something more than just multiplying professional connections. It provides them with learning to create new forms of professional evolution, to share and reinvent themselves.

    Some of these professionals consider that it is a door of light as opposed to the darkness that their organizations and immediate environment live in, where their voices and concerns are not heard, hold no interest or where they don’t know who to talk to.

    If we learn to listen to the sound of the network, we can hear how the shout of many professionals from the loneliness is answered by kindred hearts often thousands of miles away, sometimes in other countries, sometimes in other languages, but from those you can really communicate with.

    It is another source of information with increasing importance and relevance that complements those that come from their traditional environment. It is a door that many cross without realizing, after having entered for reasons associated with searching for “employability” and notoriety.

    Social networks are the place where you can connect knowledge, ideas, intuition and emotions with those who share common interests or think professionally like you, something sociologists dub communities or tribes.

    For many, social networks ensure the expansion of your ideas. Innovation is ensuring that you form part of the change, that you form part of a community by sharing what moves and interests you.

    The revolution underway: socialnetworkers

    Although these phenomena are important, we imagine that the impact of the Internet will be so complex and deep that it will build a new work environment, a new way of understanding work.

    Social networks will give rise to a new phenomenon that we could call social networking. The socialnetworker uses the social networks to find clients, partners, suppliers, ‘employability’, efficiency, creativity, ideas, knowledge and personal development based on the philosophy of sharing, with their connectivity rather than their notoriety being a fundamental part of their value as a professional, as their resources are on the Internet and they work in networks.

    Although the future is difficult to predict, we can imagine how this new work environment will evolve by analyzing current phenomena like KnowmadsKnowmads, microbusinesspeople or freelancers are knowledge professionals and innovation instigators that are extremely flexible and concerned about their connections and personal development on the Internet, but what makes them real socialnetworkers is they work in networks.

    The socialnetworker uses their connections on social networks as a fundamental base for their work to create or improve goods or services, they use the social networks to optimize their work, as the Knowmads currently do, but in this case for their companies. Will this be our future use of the Internet?

    The only thing we know about the future is that it will be different. We know that it is no use looking with yesterday’s eyes at what will take place tomorrow, because it is not about finding old paths, it’s about creating them and knowing how it will affect us in moving forward or at least being prepared.

    Are you ready for the impact of the social networks?

    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.


  • Manel Alcalde 9:00 am on February 15, 2013 Permalink | Reply
    Tags: , , innovation   

    Creating environments for innovation 

    Estimated reading time: 7 minutes

    I don’t know about you, but I have the feeling that when I tune into one of the TV channels specialized in nature documentaries I get at home, 90% of the times I find myself faced with one animal gobbling up another or about to do so. Without a doubt, the aspect of the natural world that sells is the savage fight for survival and (at least when watching TV) what fascinates us about natural selection is the part of competition and not less so, adaptation. I won’t deny that the African savannah is a bloody place and somewhat horrifying, especially if you are a lame or somewhat unfit gazelle, but I’m a bit fed up with inners and corpses and I would prefer to think about the history of the natural world as a history of innovation, in which collaboration has given rise to the adaptive evolution of the species.

    Steven Johnson contemplated this idea a few years ago in his book “Where Good Ideas Come From” focusing on the ecosystem of the coral reefs, examples of what has been called the “Darwin paradox”: despite the reefs settling in nutrient-poor waters, they host an amazing number of species and forms of life. The paradox is due to the fact that these formations are environments in which there is great innovative connection among organisms, enabling reefs to overcome the theoretical sterility of the scenario, generating a rich ecosystem where one would not have thought could exist.

    The fundamental idea following Steven Johnson’s approach is that, like coral reefs, there are climates that stimulate the capacity to generate new ideas and they do so because they comply with a series of patterns that already exist in the natural world. I thought it interesting to draft a short list of tips based on the patterns identified by Steven Johnson. How can we, according to the author, build more innovative environments in our organizations and even in our personal lives?

    • Encouraging exploration. The most innovative environments are those that pose a number of components and encourage us to find ways of recombining them. We need to maximize the number of “doors” within our reach and encourage ourselves to open all of them. The limits of the “adjacent possible” will extend as we explore.
    • Becoming flexible. A good idea is not something isolated, generated by art of magic, rather a network of neurons that connect at a given moment and transform reality. It is important to promote liquid environments, which enable the circulation of ideas, and that, above all, are capable of adopting new forms when these enter into contact.
    • Feeding and connecting hunches. Most good ideas are simple hunches at start, which haven’t yet connected with their “other half”. That “other half” usually can be found in someone else’s head, also in the form of a hunch. Creative spaces with high connectivity are environments with high information density, which facilitates the emergence of those “proto-ideas”, the slow boiling of ideas and the meeting with the “missing part”.
    • Embracing organized chaos. When nature tries to innovate, it favors fortunate accidental connections. In the same way as when we dream, when our brain establishes connections that we would be incapable of performing awake (in “organized” mental state), open work environments with a certain chaos cause individuals to have more possibilities to leave the “immediate task” and find themselves in an associative state more inclined to creativity.
    • Valuing error. As Seth Godin says, “All the creativity books in the world won’t help you if you aren’t willing to have bad, lame and even dangerously bad ideas”. Being right is nice, but it won’t make us move forward. When we aren’t right, we don’t have any option other than to find new paths. Making mistakes is important and an innovative environment must be a free space where we can make fertile errors.
    • Letting others to build on our ideas. Ideas don’t come out of nowhere. We create from what others had created previously and the history of innovations is the history of a collective and progressive contribution to an emerging platform that grows continuously. This only happens when we see ideas not as physically independent or untouchable elements that must be protected, rather as links in a type of group and infinite “work in progress”.

    In short, ideas need to come into contact, mingle, reinvent themselves. To do this, they need a context full of stimulation, governed by free circulation and connectivity. The “secret to business inspiration”, as Johnson says, is to build information networks that allow individual intelligence and collective intelligence to meet, environments fertilized for innovation. Where do you think enterprise social networks fit in all this?

    Manel Alcalde is a creative writer, audiovisual producer and a digital communicator. In his personal blog, Nionnioff, he writes about creativity, communication and narrative.


  • Sara Jurado 9:00 am on December 4, 2012 Permalink | Reply
    Tags: innovation, ,   

    Knowmad: enterprise 2.0 professionals and their repercussion on working cultures 

    Estimated reading time: 5 minutes

    Knowmad could be understood to mean “knowledge mad” but, given that the ability par excellence that represents this type of professional is flexibility, it actual means “nomad of knowledge”. This is an interesting concept, because it indicates that these people have knowledge that gives them an advantage over the competition. At the same time this is worrying for companies. Given that this knowledge does not remain within the organization, but moves with the professional (who in the flexicurity era must be used to migrating from one job to another), it becomes a fungible asset.

    Characteristics of a “knowmad”

    Knowmads are knowledge professionals and promoters of innovation who network, are incredibly flexible and who work on their own professional development. More often than expected, I come across their antithesis: people who over the last few years have done no continuous training nor explored outside their immediate work environment. They are professional obsoletes who are disoriented and/or outside the current market.

    If you want to know whether you’re a knowmad or you want to become one, the keys for this type of professional are:

      • Forming an active part of communities and social networks: participating, sharing and generating knowledge.
      • Actively collaborating but maintaining individuality: they don’t take being told what to do, because they experience a true learning process.
      • Adapting to different contexts from which they learn, taking away what they find most useful.
      • Using digital tools to enhance their way of doing things.
      • Taking risks and not being afraid of failure: they live with the uncertainty of the learning process and of the relationships arising from marked systems.
      • Building knowledge based on gathering information and experiences, transforming ideas and processes in an innovative way.

    They are also know as “knowledge entrepreneurs”. Some authors talk of the generation of knowmads, but in reality it has nothing to do with age, but with attitude and the motivation to search for resources that enable you to progress in accordance with the unwritten guidelines for the current economic system, or without them. In her book The Future of Work is Here, Lynda Gratton states that we are facing a new paradigm, where the need of professionals to reinvent the actual profession is a reality.

    Breeding ground and consequences for the knowmad style

    Like it or not our society, and the way of learning and working in it, is changing at a frenzied pace. Therefore, becoming a knowmad may even be an obligation for all those who want to know how to manage what this change involves, adapting ourselves to it using positive strategies. Somehow, the evolution represented by technology development and its use in relationships and learning, encourages us to continually make an effort to learn new working tools.

    This is what John Moravec, one of the promoters of the knowmad concept, and Cristóbal Cobo, mean when they refer to invisible learning; in other words, what occurs in the space between technology and knowledge. Knowmads, as experts in knowledge management, create their own learning environments, Personal Learning Environments (PLE), from Personal Learning Networks (PLN), which work as sources of knowledge (e.g.: blogs, social networks, wikis, etc). This new working culture also materializes in a transformation of working scenarios (e.g.: coworking spaces, crowdsourcing ecosystems, etc.) where mobility, collaboration and hyperconnectivity coexist.

    Businesses need to involve independent people who form open networks so that knowledge flows. Having said all this, enterprise 2.0’s should review and update their organization to include the talents of this new human capital, establishing new systems, such as horizontal working networks, instead of rigid structures.

    Sara Jurado is a psychologist specialized in career counseling and social media for professional development. She currently works as a Professional Counselor at Barcelona Activa.


  • Eirene Ramos 9:00 am on November 26, 2012 Permalink | Reply
    Tags: , , innovation,   

    Xavier Verdaguer: Enterprise Social Networks are useful, effective and fun (interview) 

    Estimated reading time + video: 3 minutes

    As part of our series of interviews with executives and business people, today we bring you the interview with Xavier Verdaguer, a serial entrepreneur who has founded several technology innovation companies, including the Imagine Creativity Center that generates innovative ideas, with projects in Barcelona and Silicon Valley.

    Xavier talks to us about the importance of every collaborator in the company being able to work sharing information, knowledge and socializing with other members of the organization. Here you have the full interview:

    Thank you for sharing your ideas with us Xavier! What about your organization? Have you begun innovation processes such as the implementation of an Enterprise Social Network? Try it out, and let us know what you think! 😉


  • Virginio Gallardo 9:00 am on November 14, 2012 Permalink | Reply
    Tags: , innovation, ,   

    Towards a new paradigm: The social dimension and innovation in business 

    Estimated reading time: 8 minutes

    The crisis we are currently experiencing is a crisis of paradigm, caused by a vision of companies and organizations where collective and social aspects are not relevant.

    The secret to the wealth of a country lies in innovation. But innovation is a social process that requires courage, being willing to reinvent yourself, and above all, leaders who encourage the collective dimension of our organizations.

    The quicker we understand and share that diagnostic, the better. But repeating the name of the medicine “innovation” over and over again is not enough; we need to swallow that pill and implement resources. The longer we wait, the more the crisis will grow.

    The new basis of competitiveness: The new paradigm of the “collective” side

    Our crisis is not a crisis as such, rather a change in social and business paradigm. To emerge from that crisis requires placing innovation as the main business challenge, which means finding new ways of managing talent collectively.

    The new paradigm involves speed, it involves understanding that what we know about the past will help us little in predicting the future. Success will be for those organizations that can learn, relearn and reinvent themselves the fastest.

    Reinvention involves collective learning, having the courage to change, and this requires great measures of leadership that favors collective change.

    The new paradigm involves complexity in a world where expiration and information surplus are unmanageable and that demand new ways of making decisions and a new type of leader who knows how to create collective environments, where the best decisions are made fast, that do not come to a standstill with the complexity.

    The new paradigm has become a management revolution, which is jacked up by technology. It’s a revolution of values that speaks of commitment, transparency, collaboration, meritocracy, creativity and talent as the new bases for innovation, but above all, that requires a new type of leadership that understands the social dimension of innovation, its collective dimension.

    Anchored in the paradigm of the individual

    The door to economic wellbeing, to emerging from the crisis, involves moving forward towards new destinations, proactive innovation or “changing things even when they work well before others do” in companies, social institutions and public administrations. However our leaders and employees still act in line with old paradigms. Our political leaders, our institutional leaders and our business leaders were born and brought up in institutions, administrations and companies created for another more stable, predictable paradigm where they have been socialized in antiquated norms and cultures.

    The economic crisis, the financial crisis, the institutional crisis is a management crisis and economists and politicians are not usually experts on this subject. The main difficulty in emerging from the crisis is a problem of “non-adapting” reference framework and expired cultural values that affect us as a society, but that especially affect our business leaders who should act as driving forces of change.

    Leaders are usually the reflection of the culture of our companies and society. Social change sparks a leadership change and leadership in turn causes social change. An equation that needs to be continuously rebalanced.

    The change of our leaders will happen out of the need for regeneration, for reinvention, for transparency, to understand the new paradigms, due to the cultural change of our institutions and companies: we urgently need leaders who quickly forget the rules of the past.

    The role of the leader as a driving force for a more collective leadership

    Often our leaders are not part of the solution, they’re part of the problem. Instead of promoting new values and new ways of management that generate wealth, they try to apply old solutions to new problems: they request more effort, they don’t ask for more intelligence or creativity; they ask for more discipline and order instead of giving more flexibility.

    New ways of understanding business, human talent, the role of commitment, creativity and the new values are the solution for an economic dynamism that promotes innovation.

    It’s about favoring social and economic environments that encourage new entrepreneurs and leaders. Business environments where the collective and social side are more important.

    Innovation is the business challenge of our century; it is a social process. Leadership is becoming one that promotes the collective aspect and collaboration. Individual talent is necessary but insufficient in itself: creativity and innovation are processes based on conversations, intelligence is becoming more collective, the we needs to be revaluated over the I. This is the major change in our organizations.

    The role of leaders is calling for change, giving more protagonism to social and collective mechanisms in the company. The role of the leader as a driving force for change is fundamental in creating these new innovative environments where the main mission of the leader is to lead others, to create more leaders, to generate learning, intelligence and collective decision in our organizations (businesses, public administrations and social institutions).

    Generating wealth is something done from the company, by the entrepreneurs, by the public administrations and institutions, and if the nature of the rules of management, if the management is based on the past, the so-called crisis is set to continue.

    Will we have leaders to act as driving forces of change? How do we encourage the change?

    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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