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  • Edna Campos 12:16 pm on November 15, 2013 Permalink | Reply
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    5 Main Things You Need to Stop Doing on LinkedIn 

    Estimated Reading Time: 5 minutes

    The Social Media Marketing arena has changed the way networking and business is done. Many companies with very dynamic executives/partners, however, quickly make accounts in various social networks at the same time, without even analyzing what strategies to follow, and without knowing the etiquette rules that must be followed in each network.

    What happens next? They fail to respect the unwritten etiquette rules and regulations, leaving them with consequent bad impressions to their network of contacts, not only of themselves, but also of the company they represent.

    “Social media is not about how many sites you can be at the same time. It is about being wonderful where you are.” Scott Stratten- The Book of Business Awesome

    Here, we present five things that need to stop being done on LinkedIn if we want to do really good business networking and leave the best impression on the user with whom we connect.

    1. Do not publish status updates more than twice a day. 
    For Linkedin, posting on a certain day four or more times is considered spam. Deliver high value content for your network and don’t saturate it with data and information. If you find yourself like me with a heap of incredibly valuable information that you know can be of great use to your network, dispense it through tools such as Buffer or Hootsuite. Tweet this tip!

    2. Stop sending massive promotional messages to your contacts. 
    What you want to do is create relationships and nurture them, not the opposite. Demonstrate the reason you participate in this important  professional network and do networking with the members in your network every other day. Tweet this tip!

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  • Rafael Garcia-Parrado 9:00 am on November 11, 2013 Permalink | Reply
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    Collaboration Must Guide Companies 

    Estimated Reading Time: 4 minutes

    In today’s business concept, there is one very clear thing and that is what worked yesterday does not serve today. Especially when we are in a volatile market where there is a compelling need for rapid reconfiguration.

    The time for change has arrived. Therefore, the division of labor must be relegated to the dark side. It is true that specialization is necessary. But the urgent need for collaboration exists so that the addition of individuality triumphs.

    It is not just a question of collective productivity, but also the fact that employees are conscientious of what they are doing and for what purpose their work serves. Ensuring that all members of the company know their act of faith, so that all of their actions are aimed at getting the best possible results, leaving autonomy in their attainment in order to elevate their motivation. Terms such as collective intelligence take a key role in counteracting the uncertainty that may surround decision making.

    Enterprise Social Networks can be the ideal excuse to promote communication and in turn collective learning to constantly improve, endowing a social dimension to it.

    But these new organizational units encountered in knowledge-based companies are still vital in some cases to facilitate production, playing a key role in parallel processing where the same formal organizations emerge and grow a collaborative community that transforms previous organizational culture .

    Hence, the collaboration formula with more formal structure must last in order to guarantee the productive continuity, as well as the organizational order. Using historical learning in actions executed so that the entire organization learns and finally commencement to new ways of performing tasks can begin.

    The resulting equation is: Formal Structure + Collaborative Community = Facilitate decision-making

    This is to allow and guarantee flexibility in work teams.  To be able to establish quantitative indicators, measurable objectives where valuing the organization of the production unit. Achieving the new business model, the agile business of the 21st century.

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

    Do you want to transform your business and open it to collaboration? You need an enterprise communication tool that can help you with this tool. Download Zyncro’s whitepaper where we explain 10 reasons why your organization needs an Enterprise Social Network. And if you are already convinced, you can begin to try Zyncro for free.

     

     
  • Juan Ignacio Barenys 9:00 am on November 6, 2013 Permalink | Reply
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    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 …)

     
    • psychic readings 4:16 pm on November 6, 2013 Permalink | Reply

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  • Oliver Chaudhuri 9:00 am on October 24, 2013 Permalink | Reply
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    “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 …)

     
  • Ana Asuero 9:00 am on October 3, 2013 Permalink | Reply
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    There is no turning away from Enterprise Social Networks 

    Estimated Reading time: 4 minutes

    Today we are going to talk about facts- the figures that demonstrate Enterprise Social Networks have already reached the point of no return. A recent public study from IOR Consulting about the use of Enterprise Social Networks in Spain, pointed out that a great number of companies still don’t understand the usefulness of social networks, or even confuse them with public social networks like Facebook and Twitter, or intranets and blogs.

    The use of Enterprise Social Networks in Spain is even more incipient. Only 25% of companies currently use them and 83% have been using them for less than the past two years.

    Nevertheless, this same study gave a good account for the unstoppable advancement of social technology in the enterprise field and pointed out the necessity, each time greater, for organizations to implement communication and collaboration tools for their employees.  Of the companies that already use Enterprise Social Networks, 11% of them now consider these networks as an essential tool in their business activity. And of those companies that still don’t have these networks, half of them now anticipate to establish one.

    According to reports from the most important international consulting firms, there is no turning away from the arrival of Enterprise Social Networks.

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  • Ana Asuero 9:00 am on July 24, 2013 Permalink | Reply
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    Gamification: drive user participation in your Enterprise Social Network through game 

    Estimated reading time: 3 minutes

    One of the biggest fears when implementing an Enterprise Social Network is how to convince employees to use it. How do I get users to participate?

    The success of your Enterprise Social Network depends on a strategy for definition, rollout and consolidation that you should have designed beforehand, but there are factors that can help you hook your employees. Why not do it by introducing game dynamics?

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  • Sara Jurado 9:00 am on July 16, 2013 Permalink | Reply
    Tags: , , intrapreneurship, trends   

    Work systems based on employee innovation: Intrapreneurship 

    Estimated reading time: 4 minutes

    Today’s employment market demands versatility and creativity. Professional career paths are less uniform and being flexible is essential for finding success in the job market.

    Intrapreneurs or enterprising employees share their attitude towards collaboration with the knowmads. They are so independent when carrying out their ideas that they are capable of causing an far-reaching change in the organization, involving others and captivating with their innovative business vision.

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    • Julie (@hsinjuJulie) 2:19 pm on August 29, 2013 Permalink | Reply

      A nice and inspiring post! Word of the day ‘Intrapreneurship’ , something every employee should think about if they want to challenge themselves to achieve higher. Thanks for sharing

  • Raúl González García 9:00 am on July 12, 2013 Permalink | Reply
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    Three occupational competences that mark the difference between the 20th and 21st centuries 

    Estimated reading time: 3 minutes

    Three occupational competences that mark the difference between the 20th and 21st centuriesThree e-competences that still haven’t been learnt at many universities but that are still in great demand in many organizations:

    1. From the individual we have gone towards the team, and from the team we are going towards the network.

    If the capacity to work in a team was one of the most sought-after competences in the last decades of the 20th century, today it has been joined by the ability to work in networks.

    An omnipresent job, without the usual physical barriers and more flexible relationships, requires the ability to adapt and collaborate openly with all types of environment and people. From the traditional workplace, we are in the transition towards the virtual work environment, in which individuals work connected with different projects, new people and different work structures.

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  • Ana Asuero 9:00 am on July 5, 2013 Permalink | Reply
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    CEOs need to become Social CEOs 

    Estimated reading time: 5 minutes

    Social CEO Infographic by CEO.com

    At a moment in which our personal and professional lives have become social, asking ourselves if CEOs need to use social media is pointless. The answer is absolutely.

    The CEO must be the first to adopt social attitudes to be followed by other employees. Management must be the first to be convinced about the benefits of being a social company in order for those ‘social genes’ to extend to the entire organization. If CEOs aren’t present in social media, they will be hard-pressed to get this type of internal communication to extend throughout the company.

    However, there are CEOs who continue to resist being social. An investigation states that only 29.7% of the CEOs on the Fortune500 are present in a social network.

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  • Ana Fernández 9:00 am on July 4, 2013 Permalink | Reply
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    Networked society: the power lies with whoever knows how to share and locate knowledge 

    Estimated reading time: 5 minutes

    The Internet has revolutionized our way of communicating and connecting. Before we only could connect with people who were physically close to us; now distances no longer matter. We changed towards a networked society.

    Connectivism emerges as a theory to explain the changes that originate in technology in society. The theory as such tends to disappear and now what matters is where information is and who has that information.

    Connected information sets mean our knowledge increases on a global scale. From there, the need not to learn but to classify information and finding criteria to differentiate what is important from what is necessary emerges.

    With the Internet, we can access all that information. Knowledge becomes global and collaboration becomes a requirement.

    The term networked society stops short, a new meaning of Collaborationism has arisen.

    (More …)

     
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