Global Learning Leader Call on Collaborative Learning and Knowledge Sharing
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Melissa Marroso and I presented this to IBM's Global Learning Leaders on August 27, 2009. I recognize that speaker notes would be helpful to anyone just looking at the slides...we talked to the pics. However, please share any reactions or comments.
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Global Learning Leader Call on Collaborative Learning and Knowledge Sharing
- 1. Monthly Learning Leader Call Thursday, August 27, 2009 Sponsored by IBM Global Learning Executive Team (3rd Thurs of the month 7 am EDT)
- 4. What are the success factors for community building and enablement via collaboration and knowledge sharing in a business environment? Social Networking Culture Collaborative Tools To what extent do these characteristics exist within your organization or your clients’ organizations? Does the team have the skills necessary to collaborate effectively? (e.g. technical, communication, people, business, etc) Skills Do we have a method to collaborate? Mechanism Do I want to be approached? How do I approach this person? Access Why will I cooperate with this person? Am I motivated to work with this person? Motivation How can I develop my reputation as a trusted partner? Will this person help me? Benevolence (Trust) How can I advertise my expertise? Is this person competent? Competence (Trust) How can I become more known? How do I know who is out there? Awareness Contributors I am someone Seekers I need someone Critical Success Factors
- 5. Value is achieved by linking the community building and enablement to an organization’s business strategy, objectives and core processes… with the goal of achieving… Revenue Growth Cost Saving Productivity Efficiency Retention Quality Customer Satisfaction Innovation IBM’s Workforce & Talent Solutions Model … and supporting the change with aligned workforce and talent management programs Change Sustain Workforce Strategy & Planning Workforce Measurement Execute Connect People to people People to information People to process Develop Skills, competency, knowledge, experience Deploy Resource Plan Capacity Plan Deployment Source Attract Recruit Select On-board Manage Leadership Performance Reward & Recognition Succession
- 6. From a learning leader’s perspective, recognize that the knowledge and collaboration paradigm has shifted and the capabilities have expanded Now we focus on structure and audience Today location is always any place, even if many of your people are collocated. Globalization, outsourcing and offshoring require a mindset of virtual collaboration. We used to talk about location and time Location Any Same Time Any any place same time any place any time same time same place any time same place individuals groups structured unstructured ERP KM & doc repositories Corp directories Forums Community spaces Enterprise tagging Social bookmarking Blogs Wikis Profiles Email and IM Activities Portal Web meetings
- 7. We’re finding an increased emphasis on aggregation of capabilities and integration of technologies to achieve business value Benefit Areas & Value Propositions ROI dynamic profiles & presence email, IM & web meetings web2.0 apps & community spaces processes, repositories & systems
- 9. We can apply Lotus as well as other web2.0 tools to the way we work People & Groups Knowledge & Assets Proposals & Presentations Projects Profiles Activities Notes Sametime Communities Files Wikis Blogs Forums Communities Bookmarks Practitioner Portal Activities Notes Sametime Quickr LinkedIn Twitter FB Groups Slideshare YouTube Quickr LotusLive Industry Groups Industry Groups Communities Twitter delicio.us
Notes de l'éditeur
- One of my observations is that there are some distinct differences between social computing on the Internet and within the Enterprise. A key distinguishing factor is that at least within IBM we have made a decision that all interactions are authenticated and can be linked back to the employee’s user ID. In addition, social networking in the traditional sense is bound by who you know, who your direct colleagues know, or who you’ve heard of in a word of mouth type of way. In a web2.0 social networking environment, not only can you publicize who you know, you can see more readily who others know, and you can find people who no one you know knows…but who have like interests, or do similar work. From there because of the transparent nature of the platform, you can quickly find out what they’re doing, saying, researching, publishing, the communities they’re in, they’re personal interests, etc. Thus this idea of Seekers and Contributors becomes important. Their needs and the corporate culture that influences their behavior greatly contribute to overall participation and success. The mechanisms or technology needs to support them.
- We have identified and assembled 11 component parts that we believe comprise the optimal Workforce and Talent Management system We have identified that while each area adds value in isolation when integrated our clients multiply the value gained and achieve improved bottom line business performance. Introduce and discuss each of the 11 components: Workforce Strategy and Planning Source – acquiring talent to support the business Connect – enabling workforce to connect with each other, and with suppliers and customers to drive innovation, effectiveness and productivity. Develop – building the capabilities of the workforce to meet the current and future needs of the business. Deploy – matching the workforce to the demands. Leadership – developing leadership to direct the business. Performance – monitoring and managing performance. Matching performance management systems to business strategy. Reward and Recognition – ensuring the incentive systems align with all other elements of the WTS framework and incent the correct behavior. Succession Planning – ensuring that you have the right people in the keys jobs for future business needs Measurement – having appropriate data to make fact-based workforce decisions, rather than gut-feel decisions. Change and Sustain – ensuring that an workforce initiatives are fully embedded in the organisation and that the benefits continue to accrue long after the IBM Consultants have left. Remember that all of this is to drive BUSINESS BENEFITS – so must be focused on the business strategy and needs. For more about WTS – see the WTS pages in the HCM wiki: http://w3.tap.ibm.com/w3ki2/pages/viewpage.action?pageId=472393
- Notes from first review: Proposals Top decks POV Most important stuff Different examples Knowledge & Assets Work group, formal/approved/generally available Broader – collecting intelligence component or group of components (review Quickr structure) Projects Governance? WTS - Wiki side – ongoing participation