Chro eventv4
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CHRO Presentation in Colombia
![IBM CHRO Study and Smart Work Djalma Pinto de Britto [email_address] @djalmab IBM Software Group](https://image.slidesharecdn.com/chroeventv4-111213163336-phpapp02/85/Chro-eventv4-1-320.jpg)
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Chro eventv4
- 1. IBM CHRO Study and Smart Work Djalma Pinto de Britto [email_address] @djalmab IBM Software Group
- 7. 3 Great Themes around 2010 CHRO Study Cultivating creative leaders Desarrollando la siguiente generación de líderes para una fuerza laborar más global, flexible y diversa Mobilizing for speed and Flexibility Rapidamente desarrollar y desplegar skills en la fuerza laboral para atender oportunidades emergentes Capitalizing on collective intelligence A través de colaboración y compartir conocimiento lograr conseguir eficiencia y generar un ambiente de innovación
- 9. Some comments from your peers
- 11. The 5 th Era of Transformation People have the Info… Real question is “How to retain/use it ? “ Mainframe Departmental PCs Internet Social
- 12. 91% of adults use a social network 800M Active facebook users 510,000 comments per minute 200M registered users 119M tweets per day 100M Linkedin Members One New user each minute Status Quo of Social Tools usage People Interaction inSocial Networks generate Explicit Knowledge ! If Knowledge is there.. I can search and find it !
- 13. Social Business Social Media Marketing and PR Focus in the Organizations and processes Social Media vs. Social Business Conectado Transparente Ágil
- 14. Why this is important to me ? Social Tools – What you really get from them. Blogs – Express Opinions Communities - Congregate Files – Share content Micro-blogging - Share Profiles – Be found Activities Bookmarks – Share content Forums - Reach common sense 0 Wikis – Keep Info Updated Social Analytics -
- 16. Social Business Maturity Model
- 19. *IBM CHRO Study, 2010 “ Our current stance is defensive to protect our profits under difficult economic circumstances; however, over the medium and long term, our agenda is geared toward global growth.” Director de Operaciones, UK Organizations are transforming their strategies – Growth with Efficiency Today In 3 years Better Efficiency 44% 64% New Market and Segments 31% 44% Develop New Products and Services 35% 48%
- 22. Centralized Open and collaborative Ad-hoc Collaboration Focus in Communities Focused in Metadata Relevance / Tags / Rating Usually Internal In / Out of the company Content Focused Focus on people Tradicional KM Focus on content, store, retrieve, management Social Knwoledge Mgmt. Identify what is relevant to whom.. Social KM is a smart Approach
- 23. Bernardo / Carolina and Old Cars – Social Learning
- 25. Fostering Innovation Speed and Flexibility Creative Leadership
- 29. Objetivos: Estrategia:
- 31. Con el correcto programa, la adopción es viral
- 33. Track 3: Optimizing the Workforce Social Businesses improve the effectiveness of their people and unlocking talent and skills that otherwise might have gone unnoticed. Now more than ever, leaders need to focus on rapidly developing workforce skills and capabilities, fostering collaboration and knowledge sharing, and developing future leaders. Learn from experts leading the way in workforce transformation, who will share their successes in developing and bringing together the right talent at the right times to support better, faster solutions to business problems. Join the Connect conversation with #IBMConnect Register at: ibm.com/connect
- 34. Gracias !
- 36. Cultivating Creative Leaders 2008/2009 2010/2011
Notes de l'éditeur
- And HR executives are being asked by their CEOs and their business unit leaders to play an increasingly important role in these growth and innovation initiatives. This is no coincidence: HR leaders are uniquely positioned to play a key role in helping their organizations make this strategic shift. A recent study by IBM, the 2010 Chief Human Resources Officers Study, interviewed HR leaders in more than 700 organizations across 61 countries. As part of this work, nearly 600 senior global HR leaders contributed in-depth interviews, providing a great depth of information about the current state of the HR profession and the road ahead. One of the key insights from that report is that HR leaders are quite adept at managing costs, productivity, sourcing and performance measurement. Unfortunately, the shifting strategic landscape is resulting in a marked skills gap in three specific areas: #1: rapidly developing workforce skills and capabilities are increasingly critical as new opportunities and competitive threats appear faster than ever. Whether industry, sector, technological, geographic or social, the need to quickly learn new skills and re-adjust workers' capabilities is more important than ever. #2: As organizations and their environments become increasingly complex and networked, knowledge is more and more diffuse amongst larger groups of people. SHARED Information is therefore becoming the new currency, where power is derived not from information scarcity, but from insights gained through sharing. #3: These complex, interconnected environments require a different kind of leader, one who is comfortable with rapidly shifting leadership styles and modes. A one-size-fits-all leadership strategy is increasingly irrelevent in a global mosaic or cultures, styles, technologies and workers.
- Centennial story: IBM Recent milestones -company marked by century of innovation -business and technology Core: apply technology to solve complex business process problems Example: social security, banking 360- transaction processing); retail (ban center--> innovation Parallel investments in grand chalelnges Deep blue, watson, healthcare, DNA sequence/MRSA
- Social media on right – for marketing and PR Social business on left – throughout the organization, aligned organization, all departments, integrated in business processes…
- We’ve mapped out entrypoints across the horizontal roles of Marketing, Customer Service, Product / Service Development and Talent Management. It’s important to walk through how a traditional business compares to a social. Each of these tracks align to the 4 horizontal role presentations.
- Recent research from the recent IBM 2010 CEO Study, and from others indicate that many organizations are now ready to begin thinking about moving beyond the defensive positions of the past three years to refocus on growth and innovation. Certainly, the importance of improving operational efficiency will continue to exert a strong influence on organizational strategies. The specific outlook by industry or sector does vary, as does the viewpoint between emerging and mature economies. However, overall it's safe to say that record corporate profits in many sectors, and continued growth in emerging markets, are increasing the pressures on leaders to begin looking for new opportunities for growth and investment.
- BASF Ludwigshafen, Germany http://www.basf.com/group/corporate/en/ BASF at a glance BASF is the world’s leading chemical company. With about 109,000 employees, six Verbund sites and close to 385 production sites worldwide we serve customers and partners in almost all countries of the world The world's leading chemical company Chemistry is about every aspect of life. BASF is connected to deliver intelligent and sustainable solutions. 105k Employees About 1300 new patents filed in 2009 6 Verbund sites and about 380 production sites With connect.BASF, employees can: Present themselves and be visable using profiles Find experts and information using search and tags Buildup & strengthen network ties through communities Share knowledge and experiences using blogs, bookmarks and forums Work together across units with files Collaboration and gain access to collective knowledge through wikis
- Great case example of how launch communications drive the adoption.
- Sogeti is a leading provider of professional technology services, specializing in application management, infrastructure management, high-tech engineering and testing. Sogeti brings together more than 20,000 professionals in 15 countries and is present in over 200 locations in Europe, the US and India. For Sogeti, the challenge was getting this very distributed organization to all point in the same direction. With many employees working from client sites, home, and small satellite offices, how could Sogeti knit together a stronger sense of a single Sogeti cultural identity that aligns to the same business strategy? To support innovation and growth that would let it enter new markets, the company decided to find ways of fostering teamwork and peer communication among its multiple business groups and locations. Since Sogeti’s people are the company’s most valuable asset, a powerful tool was needed to connect Sogeti people all over the world, providing them with a social platform that would allow them to share information and collaborate. To support that goal, Sogeti worked with IBM to develop TeamPark, an internal collaborative platform for employees. TeamPark enables sharing of almost any kind of data, including reports, graphics, white papers, videos, photos and bookmarked Web sites. An Integrated active profile directory provide a way to identify experts across the company’s 200 office locations. This accelerates knowledge transfer, allowing experts to find each other quickly. Again, the benefits have been tangible. Sogeti was able to greatly improve internal knowledge sharing and collaboration. TeamPark provides a unified entry point to information, ensuring users will find the latest updates and reducing search time for finding staff expertise. TeamPark also speeds the formation of consulting teams for customer engagements, helping Sogeti more quickly enter new markets, driving new revenue and market-share opportunities.