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  • Carlos Gonzalez Jardon 9:00 am on November 7, 2013 Permalink | Reply
    Tags: management 2.0, , ,   

    The Importance of a Project Manager 

    Estimated reading time: 5 minutes

    One of the first activities to address at the hour of pulling out a project is to name the project manager. The role of this person is key for he/she will be in charge of coordinating/leading all the aspects related to the project. 

    In many projects, I have been able to see that there is not just one person responsible for making decisions, but the responsibility is diluted between distinct people in charge of different aspects of the project: technology, law, functions, and business.

    Specific managers in specific fields within a project is not bad, but there must always be one particular person wit the capacity to make decisions: to resolve conflicts, to select different options, to coordinate distinct parts of a project, to communicate, etc. It is what is called accountability: a sole person who has the total/essential responsibility of the project.

    Another aspect that calls my attention in many projects is the manager has a marked technical character. This happens a lot in high technology projects where the Project Director is often worried of low level aspects and where project management function is performed by a technician of the team as a reporting activity.

    What is the Project Manager’s function? Does he/she have to dedicate time to technical activities? 

    I rely on PMBok®: “The project director concentrates on the specific objectives of the project“. It must be planned what to do, keep track of how it’s running, make decisions to correct issues, inform stakeholders involved, etc.

    The project manager plays a key role in coordinating all the resources of a project. 

    (More …)

     
  • Juan Ignacio Barenys 9:00 am on November 6, 2013 Permalink | Reply
    Tags: , management 2.0, , ,   

    Manager 2.0: A One-Man Band? 

    Estimated reading time: 5 minutes

    For the last 10 or 15 years, technology consulting companies have consolidated a complex professional figure around project management and professional groups: the manager. Thus people with the following profile are appointed: important academic training, between the ages of 30 to 40, little field experience specifically oriented to technology, but yes to experience in management, personal skills and social standards, professional career ambition, and vocation to take on responsibilities.

    The fast growth of many companies has been based on the creation of hierarchical structures in which the manager has played a major role as a linker between business strategy and technical mass. The manager’s role has been to design and implement, with great agility, the tactical approaches to respond the objectives of the first, and at the same time be able to organize and direct the second. The result can be described as acceptable, with an important caveat.

    The same business strategies that created the breeding ground for the environment of management did not put enough care to accompany such professionals in their professional development in the long term and, consequently, little foresaw the high degree of pressure to which they are subject. The high domestic and foreign competition, and the need for continuous updated training to cover the gap in competent management teams

    The manager has to negotiate, represent the company, select, evaluate, motivate and directly direct other professionals, whom may be more prepared in the technical content than the manager, produce proposals and, many times, sell them, etc.  A myriad of hats that fit more or less on the manager’s head but have not been made or adapted to suit him/her. (More …)

     
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  • Sandra Bravo Ivorra 9:00 am on October 31, 2013 Permalink | Reply
    Tags: , , management 2.0,   

    The Value of a Company is not Measured by Money 

    Estimated Reading Time: 5 minutes

    We can have talent in front of our noses and sometimes do not realize it. We all have capabilities to exploit, a series of characteristics that makes us unique and special. However, many people never get to develop them. Why? Because fear blocks them. It costs us to try new things, to investigate, be creative, or take risks. We are afraid of losing it all, even though in reality we don’t have anything to lose.

    This does not happen only between individuals, rather in companies that tend to see changes more reluctantly.  In most cases, decisions are made solely on the basis of “the numbers”, that are important, but they are not everything and, moreover, often do not improve just because of not innovating nor thinking strategically.

    At the end of each year, companies often present their accounts: their fiscal balance, sales levels, national and international expansion…But, do they perhaps speak of the level of achievement of workers, the degree of fellowship, or their training needs? How much time does a company dedicate to consider whether their workers feel proud and happy to be part of the project?  Is a good working environment promoted with leisure times to strengthen personal ties?  Many people may think that’s not the job of a company, and they have the right to think so, but I think that has a high impact on the results and the survival of a business, whatever it is. (More …)

     
  • Denisse Caballero 9:00 am on October 29, 2013 Permalink | Reply
    Tags: , , , , , , management 2.0   

    Enterprise Social Networks Facing the year 2014 

    Estimated reading time: 4 minutes

    We begin with facts. According to McKinsey, through the use of enterprise networks, employee productivity will increase by 25%, since presently they dedicate 28% of their time reading, writing and responding to emails, which is equivalent to about 13 hours a week.  Other activities in which company members invest more of their time are searching for information, communication, and internal collaboration.

    It is expected that by 2014, Enterprise Social Networks will be present in 20% of companies and they will sustain a rapid growth during the next years, whereby I will present some measurable benefits that they can bring to businesses:

    1. Higher productivity, collaboration and engagement (it is easy and fast to share photos, videos, files and much more without heavy problems)
    2. Focus on human talent (clients and employees)
    3. Cost reduction
    4. Internal communication improvement (put a face to email)
    5. Shared document creation
    6. Facilitate decision making
    7. Increase in teamwork and corporate culture improvement

    Frequently we find on the web great quantities of social networks that are used by companies to keep its employees abreast of important information, organizing meetings, sharing editable documents and even conversing. However, the use of such networks or even email as an organizational communication medium represents various disadvantages at the company level that throughout the company do not work, nor are effective. What will happen in 2014? Companies will probably wager to privacy.   (More …)

     
  • Eduardo Zamora 1:18 am on October 25, 2013 Permalink | Reply
    Tags: , , , , , management 2.0,   

    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 …)

     
  • Oliver Chaudhuri 9:00 am on October 24, 2013 Permalink | Reply
    Tags: , management 2.0, , ,   

    “Boss, I need social media for my work”. How Employees Establish New Business Rules 

    Estimated reading time: 4 minutes

    In 2013, the main demand from an employee is no longer “Listen, Boss, I need more money”. But rather, it is converting into

    “Hey Boss, I need more social media for my work. It helps my work be more productive. And if the company doesn’t provide it for me, I will use my own.”

    The trends Bring Your Own Device foment employees to use personal technological resources to develop their tasks more easily and efficiently. Part of the technology that they use naturally in their personal life facilitates their work and helps them increase their productivity. According to a recent study by Microsoft about uses and perceptions of the social enterprise, employees demand management from their companies to incorporate and accelerate corporate access to these tools.

    – Two of every 5 people polled support the use of social tools at work and believe that these tools can significantly improve their productivity.

    – In all of Europe, 12% of those polled consider their still companies underestimate the importance of social tools and continue severely restricting their use.

    More than 37% consider the fact that in their company, sufficient support is not given to staff collaboration.

    (More …)

     
  • Hugo Moreno 9:00 am on October 21, 2013 Permalink | Reply
    Tags: , , , , management 2.0, , ,   

    The Strategic Route of DirCom 

    Estimated reading time: 4 minutes

    Today in businesses, communication is an indispensable practical strategy to create synergies, align knowledge, comprehension, attitudes and behavior. The societies and organizations are complex human groups organized in networks with multiple connections within and outside of their environments where people’s experiences imply the change of time and space territories.

    Therefore the work of Dircom requires a high level of sofistication technically and with tools that allow planning, operating, measuring and evaluating with the necessary indicators that give certainty and efficiency to their strategies and, above all, to obtain verifiable impacted business results.

    Actually, the successful communication strategy paths must pass by the technologies that facilitate the logistics of the flow of information in social frameworks that do not have borders, coordination, interactions, the following, the quantitative measurement and qualitative processes of individuals and groups in different managerial and operational levels, as well as evaluating the human transactions internally in the organizations.

    (More …)

     
  • Rodrigo Escobedo 9:00 am on October 18, 2013 Permalink | Reply
    Tags: , , , , , management 2.0,   

    4 Principles to Achieve a Highly Motivated Team 

    Estimated Reading Time: 8 minutes

    When thinking about incentives for our employees, the first thing that comes to mind is money! Although for some people money is very attractive. But money is not necessarily the most important motivator. There are four principles on which we should focus to achieve greater engagement, generate more trust and increase the motivation of the current team: Power, Information, knowledge and Rewards.

    1. Power: Power means employees have the authority to make important decisions for their performance and professionally  improve their quality of life. This implies that they decide and then get feedback. Or they accept responsibility or total authority of their decisions and its results.  It has a lot to do with the 5th key for a Winning Team to“encourage risk taking” in order to offer our employees the opportunity to make decisions on their own account. In this way, reward them if they give good results or feedback. Additionally, they can learn from their mistake if they did not obtain the planned result.

    (More …)

     
  • Jose Luis del Campo Villares 9:00 am on October 17, 2013 Permalink | Reply
    Tags: , management 2.0, , , ,   

    Enterprise Social Networks as a Tool to Discover Hidden Talent in Organizations 

    Estimated reading time: 5 minutes

    The growth of knowledge is of vital importance for the future of organizations. In this stage, one of the great advantages organizations who work with Enterprise Social Networks have is the opportunity to share content.

    However, Enterprise Social Networks must be designed to facilitate this and not to employ it as a social communication medium between users. I am one who thinks that talent attracts talent. Someone with talent will feel excited to participate in a collaborative environment that is conducive.

    An environment in which perceives that intervention and contribution is valued and is taken into account, where it is seen that those who participate with others brings talent. And verification of who controls and directs this environment is a talented person who can also bring out the best in each contribution for the growth of the group and individual members of the organization.

    An Enterprise Social Network to discover hidden talent in an organization

    The use of Enterprise Social Networks opens the possibility to discover new hidden talent that is in our organization. But, to serve this purpose, an Enterprise Social Network must implement responses to the following ideas:

    1.  It is implemented with the aim of sharing knowledge, and it is explained adequately to members who are going to participate and make sure they understand that it is a medium of growth for individual talent and group talent.

    2. That are managed or controlled by someone with skills, mainly to discover talent that the members possess and that is it hidden and to be able to motivate them to bring to light their talent. Putting someone to control the maximum performance of the company may not be the most appropriate thing to do. Place in command someone who possesses innate skills to find, manage, and maximize hidden talent.

    3. Make it mutual as the contribution of talent. It is as simple as who manages it, and who participates, all of whom must be motivated for it. The person who manages must be overturned in finding hidden talent. And the person who wants to contribute must see the correspondence between their contribution and the ‘award’ received.  Otherwise, more than discovering talent, what it will do is hide talent even more as members flee to participate because they do not report anything and they see it as a bigger workload.

    Enterprise Social Networks are the perfect tool to discover talent in our employees. At  Zyncro, we work to extend this form of collaboration to businesses. If you are convinced and want to implant a enterprise social network in your business, We can help you with this whitepaper to convince your boss. And if you still need more reasons to bet for a collaboration environment in your organization, dowload this other whitepaper where we give you 10 reasons. When you are convinced, try Zyncro for free and squeeze its profits.

    Jose Luis del Campo Villares (@JoseLdelCampo) is a facilitator, trainer and coach. He cares about people and their lives within organizations; for that reason, he is a social media consultant and CEO of Socialmedia Network.


     
  • Ana Asuero 9:00 am on October 14, 2013 Permalink | Reply
    Tags: , , , , , , , management 2.0   

    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.

    (More …)

     
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