Intelligent organizations worldwide are using social collaboration technologies for more than a decade. But since the growing impact of the Social Media input, the importance of CRM 2.0 and ERP, smart social software applications are required to integrate the increasing data stream in useful information and multivalued knowledge.
This social transition is a result of 5 key changes:
1. The transition from separate social collaboration environment to collaboration where employees are working together, in different places, in different time zones.
2. The shift from generic social capabilities to applying social capabilities to solve specific business problems.
3. The emergence of social platforms vs. siloed social solutions which often proved to become either dead ends or the beginning of the chaos.
4. The growing demand for decentralized collaboration und coordination reducing cost and time.
5. The slow but steady awareness that knowledge connectivity facilitates innovative and creative processes.
But to avoid the risks of information overload and snippet working generated by too many open Social Channels, the Social Streaming Platform brings method in the chaotic confluence of Social Media flow and work flow.
The benefits of Social Streaming platforms are immediate and sustainable.
- Vendors incorporate social technologies directly into HR processes and applications.
- HR management can be streamlined in order to connect the right person with the right place, to facilitate human interaction and dynamic knowledge transfer.
- Social learning becomes also a permanent interaction inside and outside the organisation. Social learning enables any person in the organization to discuss, share documents, or even record video on the fly, but also to integrate in real time information and knowledge input from the Social Stream.
- Formal training from learning management systems (LMS) with social and collaborative capabilities become informal ways to capture and share key information, reducing the overall cost of creating and delivering training, as well as shortening the time to productivity for a new employee.
Let’s take an example:
In the past, a junior sales representative would learn about the company, its products, competitors, and priorities via
- scheduled meetings,
- hallway conversations and chats at the coffee machine,
- formal training sessions,
- some smart incentives,
- internal collaboration system,
- weekly team discussions.
But it’s the informal conversations that provided the additional business context needed for sales people to be successful. This is part of Social learning enabling any person in the organization to discuss, share documents, or even record video on the fly.
And the ROE?
- product managers can share the latest competitive positioning,
- customer service can highlight how to solve top issues
- sales operations can provide quick insights into how to process orders.
- Product developers get feedback about their products directly from the users, the vendors, the retailers.
Using the collective wisdom of the organization exposes a wealth of information to help these new sales representatives to become productive faster, thus enabling greater revenues, shorter sales cycles, avoiding common errors made by others before, and last not least customers who appreciate to keep in touch with the vendor.
There are many other examples of how companies can take advantage of social and collaborative capabilities in their HR business processes.
With social applications, the ability to capture and analyze the work history of employees makes it easy to give praise to top performers.
Social collaboration helps companies recognize employees’ achievements and promotions, and some organizations already give employees promotions based on their social engagement.
Rewarded employees are persuaded to remain loyal to their company.
At the same time, other employees will be aware that hard work is recognized and be influenced to perform at the top of their ability.
Social software also enables employees to locate experts in their organization, connect better with colleagues, and leverage knowledge that employees have shared, even after they have departed from the company.
With the need to tie together an employee’s actions, information, discussions, and work across many processes and applications, these social capabilities can’t be limited to a single application, but instead require a comprehensive social ‘fabric’ that weaves through every place an employee works – HR processes, sales processes, operations, etc.
This social streaming enables a seamless and aggregated experience for a business person while they work with other employees, customers, partners, vendors, or suppliers, allowing them to avoid unnecessary interruptions and providing them with value that motivates them to adopt and continue using social technologies.
The IT guys will appreciate the multiples interfaces implementation of social applications.
The persistent economic crisis become a permanent challenge for entrepreneurs, their employees and their future coworkers, the students. As the waves of economic and financial environment are rolling in faster and stronger, we are all involved in a steady update of our skills and knowledge in order to preserve our immaterial assets and to develop our creative and innovative potentialities.
Disruptive shifts and in the world economy will significantly reshape the workforce skills required in the next decade. Many global economists have made clear analysis of the disruptive forces that are already inside our daily life. The problem is that despite predicted and tangible changes, many people believe that the skills needed to be successful in the future are just minor ajustments and that the major part of the Internet revolution is already behind them.
Despite the very clear analysis of many economists, the field studies in Europe are still indicating misperceptions, lack of understanding and action and this may lead students and employers down the wrong road. What are the emerging realities ? Simple tangible facts such as
- a new media environment requires computational thinking.
- A globally connected world creates a new media literacy.
- The new connectivity requires transdisciplinarity,
- virtual collaboration and a Social Intelligence.
On the one hand the awareness (of fearful few) that a globally connected world, the rise of smart machines and systems are already creating a new work and learning environment. Both require cross-cultural competency and digital multi-taskers ready to define and redefine a permanent evolving social work skills. On the other hand, resistance to change, the lack of resilience of intellectually exhausted deciders.
This novel and adaptive thinking is already at work, but only at the peripherie. The core business is still going on as usual and that’s the problem.
The world’s largest economies are evaluated on their ability to absorb information and communications technology and use it for economic an social benefit. Economists are talking about e-readiness and this word stands for
- the quality of a country’s information and communications technology (ICT) infrastructure and
- the ability of it consumers, businesses and government to use ICT to their benefit.
E-Readiness is the key for the future of many remote regions in Europe and should also become a ranking factor for PME Clusters. When a region uses ICT connectivity to enhance economic, social and cultural activities, particularly in remote regions, the economy becomes more transparent, mobile and efficient and may also limit the rural exodus. The economic value that communications connectivity brings to business and individuals is substantial, as is the boon to society in terms of welfare, safety and community-building. Have a look at a digital info graph and you will see whether there is any chance for a PME Cluster!
Online-platforms or any activity based on connectivity and digital skills are the business models of this century. Internet access itself becomes as fundamental as voice and this remote access imperative is shifting to deliver broadband services. Even the more labour-intensive businesses that support digital commerce, such as call centers or knowledge management outsourcing providers, move quickly into markets where there are clear cost and skills advantages, i.e. digital competancy to connect with knowledge and to communicate information.
How to evaluate E-readiness?
- Connectivity environment,
- government investment and policy sustaining Internet accessibilty
- the underlying social and cultural attitudes surrounding Internet adoption. Connectivity without digital fitness and viral proactivity doesn’t generate any sustainable added value.
The digital divide between urban centers and remote regions is an economic absurdity. Policymakers have to pull on many levers simultaneously to create an environment where digital connections can proliferate and where citizens and businesses find it. But where are all the proactive decision makers outside of the numerous UE-Commissions ?
The global business environment will improve steadily over the next 2-5 years. Countries or regions missing the Internet connectivity at 95% will be left outside the global business interactions.
The power of innovation is one important asset. The facilities to connect and communicate innovative ideas is the other one. If you want to know why certain regions like Brandenburg or Basilicata will remain outside of 21st century Socialnomics, just have a look at the map above.
Social Media Manager – just another backpack word created for business on the move. As a matter of fact, more and more employers are looking for digital natives who fit the title of Social Media Manager with a perfect multi-tasker backpack: Speed, memory, flexibility, attention and daily fitness for Social Interaction. Digital background and viral thinking and all the Web 2.0 tools have to be also somewhere in his mind and on his dashboard with a sticky note: Stay online and in the timelines!
“Just hire one of these Garage Band freaks to run our Social Media Networking! ”sounds like the irony of a business manager, who has little or no experience with social media telling the HR Department to find people with social media experience whereas Facebook and Twitter are breaking into the business world only since 2008.
What’s the normal reaction by the HR people? They will define the job responsibilities, skill sets and compensation. One must wonder where does the HR Department go for information concerning “Social Media Jobs“? Most likely they will look for existing job postings for social media positions created by other companies.
Social Media Managers are new social professional networkers and their dominant qualification that they relate to the “audience” in a very human, permanent and attentive manner. They are just using normal communication skills or are gifted for human interaction by using social tools, not only on behalf of the Marketing and Sales Department, but also in the name of knowledge transfer and innovation assets.
I’m talking about people who truly understand the value of social media for businesses engaging people into dialog and keeping their eyes and ears open for what’s going on outside the company and inside the Social Networks.
Where’s the problem? Hiring somebody to help your business maximizing the potential of Social Media? You don’t have the time to focus on all those new stuff like Hootsuite, diigo, delicious or Twitter and what the hell is Netvibes and Social Media Monitoring! You just need sombody who understands why micro-blogging is sometimes more effective than mails and that YouTube and Slideshare are very efficient tools for Knowledge Spreading and Social Learning
Where? Inside and outside the company every day.