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Enrique Rubio Royo

11 Ways To Explain Social Business Benefits - The BrainYard - InformationWeek - 0 views

www.informationweek.com/...231902518

orhg2.0 estrategias social_business howto

shared by Enrique Rubio Royo on 09 Nov 11 - No Cached
  • strategies to explain social tools to people without drowning them in social speak or meaningless jargon
    • Enrique Rubio Royo
      Enrique Rubio Royo on 09 Nov 11
       
      Focus fundamental: ¿por qué suelen fallar las iniciativas 'social media' en general, y en el ámbito de las empresas en particular (social business initiatives)?. Normalmente comenzamos hablando a la gente con un lenguaje técnico, una jerga de nuevas palabras tales como blogs,wikis,microblogging, e incluso 'social business'. Niniguna de esas cosas les importa realmente. Son herramientas y métodos que nos permiten hacer cosas que SI pueden importarnos. ¿Cuáles son esas cosas de interés para la audiencia?
  • What are the things that do matter?
    • Enrique Rubio Royo
      Enrique Rubio Royo on 09 Nov 11
       
      ¿Cómo deberíamos empezar a plantear las cosas?, ¿qué cosas preocupan a la audiencia?. P.e. si son empresarios, gerentes o profesionales autónomos, según la autora, deberíamos pensar en comunicarles aspectos posibles a alcanzar con el 'social business' como ... 1.- Asegurarnos de sacar el máximo provecho de los recursos que hemos invertido, de manera que se traduzca en cosas visibles y disponibles para todas las personas de nuestro ecosistema, que son al final quienes las van a valorar 2.- Conseguir que los clientes se sientan valorados y distinguidos por compartir nuestras experiencias con ellos - mediante nuestros productos, servicios, soporte y facturación - que además funcionan bien y son fáciles de usar 3.- Conseguir que los empleados sienten que se valoran sus contribuciones, atendiéndolas con el cuidado suficiente para promover sus ideas y su conexión a los recursos 4.- Aumentar el nivel de comodidad y conocimiento de nuevas conexiones (relaciones), para que de manera proactiva quieran implicarse con nuestras empresas 5.- Creación de relaciones personales para tener embajadores en más lugares que cualquier persona pudiera alcanzar
  • what matters most is ensuring that everyone in our ecosystem feels valued and recognized in proportion to their contributions because that drives revenue, profitability, and happiness.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 09 Nov 11
       
      lo más importante es asegurar que todos los miembros de nuestro ecosistema se sientan valorados y reconocidos en proporción a sus aportaciones, ya que dicho reconocimiento promueve retornos, rentabilidad y felicidad.
  • ...20 more annotations...
  • People unfamiliar with the tools of this new social business space
  • almost always react poorly to initial messages that focus on the tools and how they will "revolutionize" business
  • They freeze in their tracks
  • because they don't understand the language and the technology
  • Often they're people with years of expertise, who are knowledgeable about their work and aren't accustomed to feeling uninformed.
  • it's better to ask them if they'd like to cool off, relax, and enjoy the beautiful view from the harbor.
  • It's like asking someone who has never sailed to put in
  • You must motivate people in language that they understand before introducing new ways of doing business
  • Here are some approaches you can take to help people who are new to social tools understand them:
  • There are hundreds of small-use cases that could benefit from using networked communications environments
  • Start looking for ones that either result in a lot of lost productivity
  • or where the company spends a lot of money
  • to redesign your communications ecosystem
  • change one communications habit at a time.
  • Which you choose will depend on how much executive support you have, how culturally ready your company is, and how much budget is available.
  • regardless of your approach, the more specific you are about how these tools and processes will help people do their work, the more successful you'll be.
  • There are benefits and risks to both, but
  • where social business initiatives often fall down.
  • We start throwing language at people--words like blogs, wikis, microblogging, even the term social business itself. None of those things really matter.
  • They're tools and methods that enable us to do things that matter
Enrique Rubio Royo

The Content Economy: Why traditional intranets fail today's knowledge workers - 0 views

www.thecontenteconomy.com/...tail-of-information-needs.html

shared by Enrique Rubio Royo on 14 Oct 11 - Cached
  • inputs and outputs of knowledge work – which is information and knowledge – vary from time to time, from situation to situation
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      K siempre bajo contexto
  • Knowledge work is also less structured and the structure of knowledge work typically emerges as the work proceeds.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      actividades o interacciones tácitas (complejas)
  • In a knowledge-intensive business environment,
  • ...56 more annotations...
  • very hard or even impossible to anticipate in advance what information is needed
  • You simply cannot know what information will be relevant before the moment you need it.
  • We also need to have immediate access to anyone who might possess the knowledge and information we need but which is not captured
  • often because it is hard to capture or simply does not allow itself to be captured (tacit knowledge) and exchanged.
  • There’s a long tail of information needs that still needs to be served
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Asumimos que tenemos necesidades de INFO relativas a una larga cola de permanentemente cambiante y virtualmente ilimitada cantidad de INFO . La parte izqda. de la fig. hace referencia a la INFO que necesitamos en las tradicionales actividades transaccionales o procedimentales, y las transformacionales. Se trata de una INFO predecible, de uso frecuente y reutilizable. Situación que nos permite definir, diseñar y producir el tipo y estructura de INFO, así como la INFO requerida antes de que la actividad sea llevada a cabo.
  • Long Tail power graph
  • In the left end of the power graph we have
  • for transformational and transactional activities
  • This information does not change very often and thus can be quite easily reused
  • for commonly performed activities
  • the information needs are predictable
  • This allows us to define, design and produce the type and structure of the information as well as the actual information before the next time the information need arises (the activity is performed).
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Estas son las características que definen los SSII tradicionales, orientados a CONTENIDOS (base de procedimientos + otros recursos digitales).
  • Knowledge work is often a completely different story
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Cuando hablamos de Kwork es otra cosa. La iNFO requerida para activiodades de Kwork, probablemente la encontraremos en la larga cola (parte plana de la figura). Allí se encuentran recursos de INFO usados con muy poca frecuenciaa o incluso que nunca hemos usado con antelación. La INFO que necesitamos varaia de una situación a otra, de un instante a otro (siempre bajo contexto). La INFO varía, así como el tipo y estructura de lso recursos de INFO (hiperfragmentación de la INFO y el K). Ello hace que virtualmente sea imposible definir una INFO reusable con antelación a ser necesitada. La impredictibilidad de la naturaleza del Kwork es la razón por la que necesitamos dar a los K workers acceso a tooda la INFO que existe y que puede ser relevante. Puesto que no sabemos qué puede ser relevante hasta que surja la necesidad ('just in time'), no podemos depositar INFO relevanteen una pila o repositorio. Necesitamos también, proporcionarles con las herramientas adecuadas (proceso PKM) a los K workers. Nuevo Ecosistema de INFO Organizacional (p.e. modelo ECCO Suricata), distinto a los SSII tradicionales orientados exclusivamente a INFO y a recolilar toda la INFO por adelantado.
  • the information needed for a knowledge work activity is likely to be found in the long tail
  • used infrequently or maybe even once
  • impossible to define a reusable information resource in advance before it is needed
  • The unpredictable nature of knowledge work
  • is why we need to give knowledge workers access to all information that exists and that might be relevant
  • We also need to provide them with tools
  • to serve the knowledge workers’ information needs
  • Traditional intranets are not designed for knowledge work
  • changing role of intranets in knowledge-intensive businesses
  • These intranets need to provide flexible access to both information and people
    • Enrique Rubio Royo
      Enrique Rubio Royo on 14 Oct 11
       
      Modelo Suricata- Ecosistema Complejo de Conocimiento Organizacional (ECCO)
  • The intranet needs to be turned into an “information broker platform” where information is freely and easily created, aggregated, shared, found and discovered at minimal effort.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Necesidad de rediseñar la intranet tradicional en las ORGs intensivas en INFO y K: la intranet debe transformarse en una plataforma 'broker' de INFO, donde la INFO es libre y fácilmente creada, agregada, localizada y descuberta con el menor esfuerzo, pero sobre todo debe faciltar la COMPARTICIÓN y COLABORACIÓN. Sin embargo, la mayoría de las intranetstratan de ayudar a las personas que llevan a cabo actividades predefinibles y repetitivas (plataformas 'push'), pero son totalmente disfuncionales para el K work. No es una coincidencia, pues, que las intranets jueguen un papel marginal en el trabajo diario. La INFO que los Kworkers necesitan no puede conocerse por adelantado y por lo tanto atendida por la intranet tradicional. Será crítico que los K workers tenga acceso a toda la INFO disponible, qde modo que cubra las necesidades de INFO altamente variables, extensivas e impredecibles de los K workers.
  • Such an intranet gives everybody access to all information which is available and make room for virtually infinite amounts of information.
  • However, most of today’s intranets primarily consist of
  • They aim to serve people who perform predefined and repeatable tasks
  • push platforms
  • but they are quite dysfunctional for knowledge work
  • intranet plays a marginal role in their daily work
  • It’s not a coincidence that
  • The information that knowledge workers need can often not be anticipated and served by a push-based intranet
  • It is also critical that they have access to ALL information that is available
  • intranet that needs to serve the highly varying, extensive and unpredictable information needs of knowledge workers.
  • To conclude
  • push-based production model
  • assumes that all information resources on the intranet must be produced in advance
  • Knowledge workers need a social intranet
  • social intranet
  • paradigm change
  • is not just about adding a layer of social collaboration tools
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      Los K workers necesitan una intranet SOCIAL (cambio de paradigma). No se trata de simplemente añadir una capa de herramientas de colaboración social; se trata de una plataforma que combina la pòtencia de l modelo 'push' con la del 'pull' para suminstrar a cualquiera que participe y contribuya con una 'empresa expandida' con la INFO, K y conecxiones que ellos necesitan para tomar las decisiones correctas y actuar para alcanzar plenamente sus objetivos. Debe equipar a cada Kworker con las herramientas que le permitan participar, contribuir, descubrir, conectar, crear (APRENDER), para compartir y coolaborar 'entre iguales'. La intranet social es una plataforma 'pull' con mecanismos para atraer de manera automática INFO y PERSONAS relevantes a cada cuál, que permitan superar la 'sobreabundancia de INFO' , mediante los oprtunos 'RADARES' y 'FILTROS', así como herramientas para la 'CURACIÓN de CONTENIDOS' alrededor de 'tópicos' concretos. La intranet social, también debe contemplar la adquisicion de INFO y PERSONAS relevantes mediante 'SERENDIPIA' (por casualidad). Necesitamos implícita y explícitamente compartir lo que hacemos y conocemos con otras personas en nuestras redes, con personas que compartan nuestros intereses. "La larga cola de iNFO soporta el núcleo del actual modelo de negocio intensivo en K: el trabajo del conocimiento ( K work).
  • it is a platform that combines the powers of push with the powers of pull to supply anyone who participates and contributes within an extended enterprise with the information, knowledge and connections they need to make the right decisions and act to fulfill their objectives
  • It equips everyone with the tools that allows them to participate, contribute, attract, discover, find and connect with each other to exchange information and knowledge and/or collaborate
  • enabling employee-to-employee information exchange.
  • A social intranet must necessarily be designed for information abundance.
  • "more is more" paradigm
  • the social intranet is a pull platform with mechanisms for automatically attracting relevant information and people to you
  • sensation commonly called information overload
  • the problem is not the amount of information but rather that the filters
  • We need to get the filters in place
  • The social intranet also has an important part to play when it comes to supporting serendipity
  • We must have ways that “automagically” attract useful information and connections to us
  • We just need to implicitly and explicitly share what do and know to other people in our networks, to people who share our interests, or to people who happen to pass us by at any other kind of cross-road.
  • push-based production mode
  • the long tail of information supports the core of a knowledge-intensive modern business: the knowledge work.
  • Knowledge work is about
    • Enrique Rubio Royo
      Enrique Rubio Royo on 15 Oct 11
       
      ORGs cada vez mas intensivas en K. Kwork relativo a actividades tácitas(p.e. resolución de problemas, investigación y trabajo creativo, interacción y comunicación con otras personas, etc). Por naturaleza, es menos predecible y repetible que el tradicional trabajo industrial. Las entradas y salidas (INFO/K) siempre bajo contexto, y cambiantes. Kwork menos estructurado y la estructura del Kwork emerge tal como se desenvuelve el trabajo. En un entorno intensivo en K, muy dificil o casi imñposible anticipar por adelantado que INFO vamos a necesitar. No podemos saber qué INFO va a ser relevante en el momento que la requiramos. Necesitamos poder acceder de manera inmediata a cualquiera que pueda poseer el K e INFO que necesitamos, pero el cuál -k- es dificil de captuirar e intercambiar (K tácito).
Enrique Rubio Royo

Social Networking: A Platform for Training New Managers Online? by Bill Brandon : Learn... - 0 views

www.learningsolutionsmag.com/...pageall

shared by Enrique Rubio Royo on 16 Oct 10 - No Cached
  • Setting up a social network for manager training
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 10
       
      ELGG sin duda.
  • The first task is to establish a design for the social interaction. This must come before technology selection, so that the limitations of the technology do not drive or constrain the interaction.
  • Why consider a social network for manager training?
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 10
       
      En lugar de 'trabajadores' podemos plantear 'los nuevos estudiantes' (Gen 'net'), que prefieren frecuentemente usar interacción social onlne, y aprendizaje online, antes que formación presencial en Aula.
  • ...18 more annotations...
  • These are the workers who will be your new supervisors and managers
  • workers in their 20s and 30s expect to be able to use the latest IT applications in their workplace. They are used to social networking online, and to online learning, often preferring these to classroom instruction
  • In addition, this also will encourage open communication between companies, employers, HR departments, owners, and managers.” 
  • Without appropriate technology tools and resources available in their work environment, they may look for help from non-work related services such as Facebook.com. Integrating social media into the development environment eliminates this potential challenge and at the same time increases the potential for success of the development effort and of the new managers. 
  • Can social networking provide a practical way to help prepare new managers for their duties? Considering the rapid growth of social networking adoption among younger workers, this is a question well worth asking
  • Creating a curriculum for training new managers and supervisors is a common task that falls to instructional designers
  • The typical approach for many decades has consisted of a combination of classroom events, each lasting from one to five days (or more). This default design has many problems, including travel expense and time away from the job for the managers. Not infrequently, there are severe mismatches between what is taught and the actual practices supported by the organization’s culture.
  • There is an increasing number of companies and online service providers who are convinced that social networking can help overcome at least some of the issues common to the classroom-only approach
  • By combining formal classroom instruction and online reference and performance support with online coaching, mentoring, and informal learning through social networking, a new manager can gain a solid theory foundation, just-in-time help, and culturally correct application pointers.
  • Informal learning, as an object of attention by researchers, is not a new topic. However, it only appeared on the radar screens of instructional designers less than ten years ago. The emergence of online social media has led to the notion of somehow tapping into the potential of this channel, that carries so much of the real learning that goes on in organizations.
  • In our current age, we have plenty of channels in which informal learning can take place: everything from microblogs (Twitter), to communities (LinkedIn Groups, discussion forums), to user-created content (wikis, Weblogs, YouTube), to social bookmarking (Delicious), and surely more to come.
  • But we also have plenty of examples of attempts at use of these channels in which the attempts failed. The virtual landscape is littered with the remains of abandoned wikis, content-less and comment-less Weblogs, and LinkedIn Groups where the spam has driven out the discussion and all but eliminated any possibility of learning.
  • Existing informal learning groups online include a surprising variety of formats
  • Jay Cross’ Internet Time Community,
  • Participants in the Twitter #lrnchat sessions also comprise an ongoing informal learning group
  • if informal learning is going to take place online, it must be self-sustaining
  • Focus
  • Focus
Enrique Rubio Royo

TISCAR :: Comunicación y Educación en la era digital » Aprender en la incerti... - 0 views

tiscar.com/...aprender-en-la-incertidumbre

shared by Enrique Rubio Royo on 08 Dec 11 - No Cached
  • Las Escuelas de Negocio tienen la responsabilidad y al mismo tiempo el privilegio de liderar este proceso de transformación de la educación superior y construir una sociedad más abierta.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 08 Dec 11
       
      Un poco arrogantes ¿no?. Asombroso decir que las escuelas de negocio tienen el privilegio de liderar el proceso de transformación de la educacion superior y de construir una sociedad mas abierta ¿?
  • Un mundo previsible, estable y regulado se soportaba en un sistema formativo que buscaba la homogeneidad, dominado por la oficialidad de las titulaciones y por un marco riguroso de competencias profesionales.
  • Las reglas han cambiado radicalmente en pocos años
  • ...17 more annotations...
  • las personas, como ciudadanos o como profesionales, demandan nuevos sistemas de aprendizaje, flexibles, permanentes y eficientes
  • crisis sistémica
  • las Escuelas de Negocio merecen una especial atención, ya que por su propia naturaleza son la punta de lanza de las transformaciones que se están produciendo en la sociedad
  • Manifiesto Cluetrain,
  • una nueva forma de hacer negocios desde el diálogo, el contacto personal y la horizontalidad como valores propios de la Red
  • los mercados son conversaciones.
  • máxima
  • La velocidad con la que se ha producido el cambio
  • se acelera de manera creciente
  • en las motivaciones personales para el aprendizaje
  • en las metodologías utilizadas
  • en los contenidos propuestos
  • en las autoridades que acreditan la experiencia acumulada
  • Será en torno a estas cuatro ideas como podamos construir los elementos característicos de la trasformación que estamos viviendo en el mundo de la formación
  • I. Compartir valores
  • ¿Qué aprendemos?
  • formación en valores a través de la introducción de la ética en sus currículos y firmando los principios de iniciativas internacionales que apelan a la responsabilidad en la formación
Enrique Rubio Royo

Communication Nation: The connected company - 0 views

communicationnation.blogspot.com/...connected-company.html

complexity Enterprise2.0 ORG2.0 must diseño conectividad

shared by Enrique Rubio Royo on 03 Nov 11 - No Cached
  • The average life expectancy of a human being in the 21st century is about 67 years. Do you know what the average life expectancy for a company is?
  • Why is the life expectancy of a company so low? And why is it dropping?
  • A machine typically has the following characteristics
  • ...78 more annotations...
  • As companies grow they invariably increase in complexity, and as things get more complex they become more difficult to control.
  • As you triple the number of employees, their productivity drops by half (Chart here)
  • This “3/2 law” of employee productivity,
  • Surely we can do better?
  • The secret, I think, lies in
  • understanding the nature of large, complex systems, and letting go of some of our traditional notions of how companies function.
  • I believe that many of these companies are collapsing under their own weight
  • It’s designed to be controlled by a driver or operator
  • It needs to be maintained, and when it breaks down, you fix it.
  • works in the same way for the life
  • Eventually, things change, or the machine wears out, and you need to build or buy a new machine.
  • A car is a perfect example of machine design
  • And we tend to design companies the way we design machines:
  • The problem with this kind of thinking is that the nature of a machine is to remain static, while the nature of a company is to grow
  • What happens if we think of it less like a machine and more like an organism? Or even better, what if we compared the company with other large, complex human systems, like, for example, the city?
  • if we stop thinking of it as a machine and start thinking of it as a complex, growing system?
  • Cities are large, complex, systems, but we don’t really try to control them.
  • if we start to look at companies as complex systems instead of machines, we can start to design and manage them for productivity instead of continuously hovering on the edge of collapse.
  • Cities aren't just complex and difficult to control. They are also more productive than their corporate counterparts
  • The Living Company
  • Shell studied 40 large, long-lived companies, some of which were still surviving after 400+ years.
  • these companies had a lot in common with large cities
  • tolerated
  • Ecosystems:
  • decentralized
  • Active listening
  • The boundaries of the company were less clearly delineated
  • local groups had more autonomy over their decisions
  • very active in partnerships and joint ventures
  • Everyone in the company understood the company’s values
  • to keep that culture strong
  • Long-lived companies had their eyes and ears focused on the world around them and were constantly seeking opportunities
  • were connected by a strong, shared culture.
  • watching and listening) and metafilter (information leading to decisive action).
  • we instinctively and intuitively understand that companies are not made of cogs, levers and gears
  • For top management, it would be wonderful if
  • In the end, they are made out of people
  • You have to put your strategy into people if you want to get results.
  • And today, thanks to social technologies
  • today, thanks to social technologies
  • we finally have the tools to manage companies like the complex organisms they are
  • we finally have the tools to manage companies like the complex organisms they are
  • Social Business Design
  • It’s design for complexity, for productivity, and for longevity. It’s not design by division but design by connection.
  • the connected company
  • we must focus on the company as a complex ecosystem
  • a new discipline
  • a set of connections and potential connections, a decentralized organism that has eyes and ears everywhere that people touch the company, whether they are employees, partners, customers or suppliers.
  • but some basic rules are already emerging
  • Social Business Design
  • These emerging rules have less in common with traditional business design, and more in common with urban design and city planning.
  • design for emergence
  • It’s not about design for control so much as
  • You can’t control a complex system, but you can manage its growth, and there are a lot of things you can do that will position it for success. Here are a few of those emerging practices that signal excellence in design by connection
  • Understand the culture
  • you need to understand the culture (or cultures) that are already there, so you can look for ways to enhance and strengthen that shared identity.
  • Start small
  • As you initiate social programs, think of them as if you are designing a city street.
  • The last thing you want is a whole bunch of large, urban areas with no people in them
  • A successful street is filled with people.
  • The smaller the space is initially, the faster it will fill up with people.
  • So start small
  • A good way to start is with an organization-wide project or initiative
  • Spaces need owners.
  • Again, think of the city street: every business or building has an owner.
  • make sure that every online space you create has someone positioned to take care of it, to keep it safe and clean.
  • Every person needs a place
  • every person needs a place to live; somewhere they can put their stuff
  • make sure that every single person has a place where they can put, and see, their stuff: their projects, the links they want to get back to, the documents they have created, their role, qualifications, expertise and so on.
  • A good city street offers opportunities that are unanticipated but serendipitous
  • Jumping-off points
  • Every time someone visits an online space, there’s a chance to offer them something new.
  • Design by connection is not a top-down activity so much as bottom-up
  • Watch, listen, adjust and adapt
  • Complex systems just don’t work that way
  • Think about how city streets evolve: one small step at a time.
  • Pay attention to the culture, and watch how people react to the tools you provide.
  • The typical company has a very short life, from 15 to 50 years. But cities – and some companies – live much longer lifespans: from hundreds to thousands of years. Wouldn’t you like that for your company? I know I would
  • Enrique Rubio Royo on 03 Nov 11
     
    Excelente post en el que de una manera muy clara muestra la necesidad de una nueva mentalidad acompañada de un nuevo diseño (como un organismo) para las ORGs. Excelentes también las figuras, su diseño.
Enrique Rubio Royo

Business and Web 2.0 An interactive feature - McKinsey Quarterly - Business Technology ... - 0 views

www.mckinseyquarterly.com/20_An_interactive_feature_2431

genea eprofesional howto org2.0 mckinsey encuesta visualizacion web2.0

shared by Enrique Rubio Royo on 16 Dec 10 - No Cached
  • how organizations are using Web 2.0 technologies
  • the emerging trends in Web 2.0 adoption.
  • the survey’s core questions
  • ...4 more annotations...
  • blogs, mash-ups (a Web application that combines multiple sources of data into a single tool), microblogging, peer to peer, podcasts, prediction markets, rating, RSS (Really Simple Syndication), social networking, tagging, video sharing, and wikis.
  • Our survey examines the business use of 12 technologies and tools
  • interactive archive
  • to evaluate their use of and satisfaction with Web 2.0.
  • Enrique Rubio Royo on 16 Dec 10
     
    Resultados acumulados durante 4 años (magnífica visualización) por McKinsey acerca de ¿cómo están usando las empresas la web 2.0?, 'Uso y satisfacción de las empresas con la web 2.0', analizando 12 tecnologías y herramientas 2.0.
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