BFBM(8-2015)Social Collaboration for business benefit

8th event of Better Future Better Myanmar 2015 Free Seminar Series
SOCIAL
COLLABORATION
for
Business Benefit

SOCIAL
COLLABORATION
for Business Benefit
Tin Zan Kyaw
Principal
Device Business Management Academy

“ SOCIAL COLLABORATION FOR BUSINESS BENEFIT ”
Consumers are made of energy,
companies are made of energy.
That’s why you should plug and play
ONE!

THE CHALLENGE IS TO ACHIEVE COUNTRY AND
FUNCTIONAL ALIGNMENT WITH THE DIVISION.
Division
Vision
+
Strategies
Business Benefit

MARKET RESEARCH
AND DEVELOPMENT PRODUCT
PLANNING
DESIGN
PREPARATIONS FOR
PRODUCTION
PURCHASING
MANUFACTURING
INSPECTION
SALES AND AFTER
SERVIES
FINANCIAL
CONTROL
PERSONNEL
ADMINISTRATION
TRAINING
EDUCATION
ALL PEOPLE
IN THE
ORGANIZATION

WHO ARE ALL STAKE HOLDERS?
Investors,
Shareholders
and Lenders
Customers and
Users
Unions
Regulatory
Authorities
Joint Venture
Partners and
Alliances
STAKE
HOLDERS
EmployeesGovernments
Local
Communities
and Citizens
Private
Organizations
Supply Chain
Associates

Process
Materials
Products
SUPPLIERS
Voice of the Process
Feedback
CUSTOMERS
INPUTS OUTPUTS
Procedures
Methods
Information
People
Skills
Knowledge
Training
Plants & equipment
Services
Information
Paperwork

Moving Forward With
SOCIAL COLLABORATION

Today We Will Cover
Social Collaboration Connected Enterprise
“ Collaboration using
social technologies
for the purpose of
intra-organizational
learning, sharing, and
adapting to change.”

Adapting to a New Connected World @ Work
Past
Enterprise
Enterprise
• Organizational stovepipes
• Centralized taxonomies
• Locked-down processes
• One-way communications

Present
Enterprise
Social Collaboration
• Enterprise social networks
• User-driven tagging
• Working-out-loud
• Two-way communications
Social
Collaboration
Customers
Partners
Suppliers

Future
Enterprise
Connected Enterprise
• Structural changes
• Connected employees
• Adaptive social workflow
• Transparent communications
Social
Collaboration
Prospects
Competitors
Investors
Clients
Suppliers
Partners
Workforce

STRUCTURE
social
networks
knowledge
sharing
innovation
TRUST
enable reinforces
fosters
trust emerges as knowledge is shared

Refinement of
Intellectual Components
Derivation of
Intellectual Components
Repetitive Learning
Interpretation of Data
Understanding Data
Collection of Data
SPEAK WITH
DATA

Seek > Sense > Share
Seek
Share
SensePKM
Connects
work & Learning
personal curation
Personal : according to one’s
abilities, interests & motivation
(not directed by external forces)
Knowledge : connecting
information to experience (Know
what, know who, know how)
Management : getting things
done (not being manged)
social learning

Align Tools & Skills
“simplifying the complexity”
Content
Creation
Task
Coordina-
tion
Meetings
Communi-
cating
Netwok-
ing
Finding
People
Sharing
Cooperative Collaborative

Start Working Out Loud
informal
structured
goal-oriented opportunity-driven
Social Networks
cooperation
Communities of
Practice
Collab & co-op
Work Teams
collaboration
Cooperation:
Sharing freely with
no quid pro quo
Cooperation:
Working together
toward a common goal
Knowledge flows when Individuals engage in Teams,
Communities & Networks

The future leaders of
Marketing are below 30
because they are
Digital natives …..

COLLABORATION
The idea of shared goals, shared values…
o like an orchestra which
follows a script everyone
has agreed upon
o like a team playing a game
against a common
opponent

COOPERATION
The idea of separate goals interacting for mutual gain
• like a marketplace with competing but cooperating vendors
• like the internet

INDIVIDUALS
COMPETE
o priority to the
individual over
the group
o no shared sense
of identity
o pursuing own
goals and
competing against
others
COLLECTIVES
COLLABORATE
o priority to the
group over the
individual
o members adopt a
joint identity
o united them
around their
shared goal.
CONNECTIVES
COOPERATE
o supports and
encourages both
simultaneously
group and
individual
o no shared sense of
identity
o members busy
pursuing their own
goals

Collaboration is a recursive process
where two or more people or
organizations work together toward
an intersection of common goals...by
sharing knowledge, learning and
building consensus (Wikipedia)

COLLABORATION IS NOT WORKING
SEPARATELY ON THE SAME PROJECT

WHY COLLABORATE?
o Team Building & Morale
o Communication
o Cross Disciplinary Skills
o Cross Disciplinary Insight
o More Heads/Eyes/Perspectives
o Team & Stakeholder Buy In
o Fun!

INFORMATION it’s all around us

SYSTEMS
processes, data warehouses,
workflows, procedures

PEOPLE
resources with unlimited
potential…and legs

IDEAS
innovations,
where are they

EMPLOYEES
waiting to be
shared

COLLECTING AND STORING
just bagging
them up

USING
to add light to
otherwise dark corners

COLLABORATION what is it…really?

COMMUNICATION
speak, listen
& respond

CONTENT
documents, spreadsheets, reports,
presentations, multimedia, etc.

COMMUNITY
affinity groups, skill sets and
shared areas of interests

COMMUNICATION,
CONTENT & COMMUNITY
good places to
start your search

ASPIRINS OR VITAMINS
which is better?
your answer is important

LOOK FOR THE HEADACHES
it’s not hard to find
them

SHARING FILES AND INFORMATION
teams and
workgroups

EMAIL JAIL
requesting larger quotas,
moving a lot of files around

GLOBALLY DISPERSED
team members all
over the place

NEW PLAYERS
mergers, acquisitions, new
resources and skill sets

WHAT CAN BE DONE?
what “aspirins” are available
for these headaches

Social
Team collaboration
Real-time collaboration

FOR BUSINESS BENEFIT
Real Stories,
Real Impact

WORKPLACE WEB
o Growing knowledge work complexity
o Rapidly changing environments
o Dynamic, shifting roles
o Workers engage with 10-20 people/day
o Network behaviors, digital skills

NEW PERFORMANCE PERSPECTIVES
o Empower frontline decision-making
o Foster direct engagement for alignment, continuous
improvement, innovation
o Create environment for adaptability to change,
collaborative work

WORKING SOCIAL

COMPLEX WORK PROCESS
o Email driven workflows
o Fractured communication
threads
o Project artifacts not in flow
o Versioning-quality control
o High value meeting time
for status, issues tracking
o Continuous improvement
hampered by buried
knowledge

SIMPLIFIED WITH SOCIAL
o Transparent, persistent
thread of work dialogue
o Documents in current
context
o Visible problem solving
o People to people;
people to content
o Conversation becomes
a knowledge base

TOWARD A TRULY DISTRIBUTED MODEL
o Peer-to-peer communication:
– enables trusted relationships
o leverage lively communication
– Horizontal and vertical knowledge flows allows
integration of local cultures and sharing of good
practices
– reconnects headquarters with what is really
happening

WE USED SOCIAL COLLABORATION
o Global team with client engaged in the
development
o 2-way conversations drive deep engagement
o Transparency of work and conversations
o Knowledge built together through conversations
& queries
o Shifting leadership roles as required
o Coordinating and problem solving collectively

4CS OF
COLLABORATION
Capturing the benefits of social
technologies

4CS OF COLLABORATION
o Community (must have a shared purpose)
o Communication (cultivate an ethic of sharing)
o Coordination (tool selection, training, and rollout)
o Co-creation (efficiency savings, innovation, etc)

ONE TO ONE MANY TO MANY
Closed
inefficient
hidden
Open
efficient
searchable

WHAT ARE SOCIAL TECHNOLOGIES?
o Online applications, platforms and media which
aim to facilitate interaction, collaboration and
the sharing of content.

CLOUD COMPUTING : PUBLIC & PRIVATE

NEW COLLABORATION SPACES
collaborative
Real time
transparent
flexible
low
cost

LEARNING IN A
SOCIAL
ORGANIZATION
From Training to Supporting
Social Collaboration

Act
Coordinate
Form team
Contribute
Connect and relate
Find & discover people
Share what you know, have and think
Make yourself visible and participate
Purpose, Values, Self-awareness and Motivation
Goal
VALUE CREATION
Oscar Berg’s
Collaboration Pyramid
High visibility
Low visibility
Buildtrustandengagement
Findopportunities

12 TIPS FOR SUPPORTING

1. Be clear about the purpose of the initiative
2. Be clear who “owns” the Community
3. Decide who will be the Community Manager
4. Launch when you are ready
5. Invite some early test users
6. Consider a viral launch

7. Or make a song and dance about it!
8. Help people understand how it can become part of
their daily routine
9. Help people to narrate their work
10. Keep the group or community vibrant
11. Understand that not everyone will contribute
12. Do not underestimate the time it takes to nurture a
group or community

COLLABORATION : STRATEGIC OBJECTIVES
Better individual productivity
Increased job satisfaction
Increased employee engagement
Greater organizational stability
Better bottom line performance

WHAT MAKES PEOPLE ENGAGE?
“Sometimes it’s not the job that burns you
out, it’s the organization”

CONNECTING
PEOPLE
CREATES
VALUE

COLLABORATION IS ABOUT PEOPLE

THERE ARE MANY COLLABORATION TOOLS
o Discussion groups
o Forums
o Team spaces
o Instant messaging
o Fileshares
o SharePoint
o Lotus Notes
o Mailing lists
o Blogs
o Intranet pages

TWO CRITICAL SUCCESS FACTORS

THERE ARE TWO CRITICAL SUCCESS FACTORS
FOR COLLABORATION TOOLS
o Clear purpose
o Common sense of community

OTHER KEY PRINCIPLES
o You can’t force staff to collaborate
o Let staff drive their own experimentation and
use of tools
o Target and support areas that have a clear
desire and need
o Build trust and relationships face to face

FORMING
STORMING
NORMING
PERFORMING

ENSURE THERE ARE BUSINESS OPPORTUNITIES FOR
COLLABORATION

COLLABORATION MUST BE SUPPORTED AND
FACILITATED

BUILD SOCIAL NETWORKS TO CONNECT PEOPLE WITH
PEOPLE

FOCUS ON THE PURPOSE AND OUTCOME, BEYOND JUST
CHATTING

Easy to find
informatio
n
Learn and
grow
Live a more
public life
Use
multiple
devices
Easy to
learn and
teach
others
Connect
with
people
Engage
with others
You control
technology
Join/create
communiti
es
YOU

ADAPTIVE
ADOPTIVE
DEFINED
EXPLORATORY
UNAWARE
EMERGENT COLLABORATION MATURITY MODEL
CAPABILITIES
BUSINESSVALUE
STRATEGICVALUEGAP

COLLABORATION ALSO BENEFITS THE CUSTOMER
o Ability to respond faster to customers
o More accurate customer responses
o Create knowledge/content repository for
repeating issues
o Integrate customer feedback into company
products and services

ECONOMIC TECHNOLOGY SOCIAL
3 DRIVERS
SOCIETAL DRIVERS
• Increasing Population
Density
• Drive for Sustainability
• Desire for Community
• Generational Altruism
ECONOMIC DRIVERS
• Monetize Excess or Idle
Inventory
• Increase Financial
Flexibility
• Access Over Ownership
• Influx of VC Funding
TECHNOLOGY DRIVERS
• Social Networking
• Mobile Devices and
Platforms
• Payment System

THE SOCIAL NETWORK ONE
o One place to find data
o One place to collaboration with like-minded people socially
o One place to collaborate with like-minded people professionally
o One place to access personalised content (news/events/likes/etc)
o One place to search the web
o One place to deal with my government
o One place to store my personal stuff
(email/music/data/bookmarks/calender/documents/images/task
s/shopping records/etc)
o One place to keep up with parenting issues (shcools/health)
o One place to keep up with my local community

YESTERDAY
Towards
A committed
workforce
Doing Worker
Physical
Office
Use of
Calculators
One-to-One
communication
Team work
Mindset
TODAY
Towards A
quality
workforce
Thinking
Worker
Computerized
Office
Use of
Terminals
One-to- many
communication
Quality
Mindset
TOMORROW
Towards A
world class
workforce
Knowledge
Worker
Virtual Office
Use of
Internet
Many-to-many
communication
Innovation
Mindset
WORK FORCE

Thank You
Tin Zan Kyaw
Principal
09 797367944 & 09 797367955
Contact us for more information

BFBM(8-2015)Social Collaboration for business benefit

More Related Content

BFBM(8-2015)Social Collaboration for business benefit