Date post: | 02-Dec-2014 |
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How w e inspir e COL L A BOR A T ION and K NOWL E DGE SHA R ING in a
lar ge global or ganisation
25E 23" 55' 21S 6" 26'
Why do it?
Givers vs Takers
High performing teams
Limited skills availability/location
Speed and responsiveness
T he inter section of necessity and
oppor tunity
Necessity
Time zones, urgency, profit pressure, resource limitation, skills mismatches
Opportunity
Social tools, millennials, matrix management, smart devices, ubiquitous network
Who needs to do it?
Benefactors vs Benefitters
"Pay it forward" vs "On demand"
Bottom line - "Shared vested interest in outcome"
What does it r equir e?
Tools
Incentive
Walking the talk
Leading by example
Breaking existing habits
So, how DO w e col labor ate & k now ledge shar e in IBM?
IBM Connections
E scaping email jail
What Incentives do w e use?
Career growth rewards
Financial rewards
Peer recognition
Visibility (reverse mentoring)
Workload reduction
Disincentives for non-sharing
Lead by example
Communicating dir ection
E xecutive & Gener al E ducation
Social Computing GuidelinesT he R ight behaviour
How do w e measur e success?
Metr ics and value
R eal usage
Are people reading the content? What regions/countries am I reaching? What type of content is being created/consumed? Who are the top contributors? What organisational pillars aren't participating?
In conclusion
R ecognise the need for social collabor ation
Cr eate the oppor tunity by pr oviding Integrated collaborative social tools The training The guidelines
Pr ovide the incentives by Measuring the utilisation Recognising the contributors Rewarding the participants
R emember the objective is your business goals and that social collabor ation is not the end goal but is simply the effective means to achieve it.
© 2011 IBM Corporation
IBM Internal Social Software
67
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