INNOVATION THROUGH SOCIAL NETWORKING Gautam Ghosh Social Business Consultant
May 10, 2015
INNOVATION THROUGH SOCIAL NETWORKING
Gautam Ghosh Social Business Consultant
About Gautam
Engaging in virtual communities since 2000 Blogging since 2002
http://www.gautamblogs.com Tweeting since 2007
http://twitter.com/GautamGhosh Website http://gautamghosh.net
When Media ChangesEverything Changes
Technology’s impact becomes evident when it becomes ubiquitous
The future has already arrived.
It’s just not evenly distributed yet.
1
Source: William Gibson
The tools are transient.
The values embedded in them are persistent.
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To understand how social technologies are changing media and business,
begin by asking how they are changing people and society.
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Cognitive Surplus
Author Clay Shirky in his book “Here Comes everybody” talks about Cognitive Surplus
Making consumers move to Creator/Critics
Social technologies are not just other tools
Fundamental shifts - content Authority User Generated
Influence (trust factor) Authenticity
Broad/Generic Niche Relevance Numerous Channels, Fragmentation Noise
Buying Visibility Earning Visibility Social Trending/Discovery
Fundamental shifts – talent management
Linear Lattice Career Progression Flatter, Virtual, Collaborative, Project Based
Accelerated Mobility Time in Tenure, Development Cycle
Formal Informal Learning Social Collaboration, Learning Networks
Silo’d Integrated Resourcing Full Time Alternatives
Complexity
Fundamental shifts – nature of work
1960
2012Complex Knowledge Work
Team BasedCollaborative
Technical
Time PressuredMobile / Virtual
Task Oriented
Individual Contributor
Generalist SkillsPredictable Workload
Geographically Dependent
The Business Case
Benefits from Web 2.0: McKinsey Survey
Social Media
Marketing
Social CRM
Enterprise 2.0
Social Business deconstructed
Internal Collaboration& Learning
Who Benefits?
© Qontext Inc. 2010 17
Executive Management
Turn the threats of public social tools to the advantage of the
organization
Human ResourcesImprove employee
engagement, congenial
and flexible workplace,
facilitate on-boarding new
hires
EmployeeA forum to know the
company, people and key information; Share
and participate on range of topics
Functional ManagerFacilitate team communication,
knowledge sharing and collaboration
4 key stake holders
© Qontext Inc. 2010 18
Microsoft calls it TownSquare. Deloitte hosts D Street. IBM has its Beehive, and Best Buy its BlueShirt Nation.
Examples
What’s yours?
Impacting rewards and recognition
Chatter “turns the company into a meritocracy,” according to Marc Benioff, who said SalesForce is “changing the compensation systems to
reflect the folks who are really making a difference.”
Crowdsourcing Innovation
Dell Employee Storm: Internal ideation platform to enable Dell’s worldwide community of more than 80,000 employees to post and discuss ideas on topics ranging from product innovation to company HR policies.
Tools like InnoCentive can do the same for any company
Source: http://thesocialworkplace.com/featured/1558/
Online Communities
What is an online community?An online community is a group of people with similar goals or interests that connect and exchange information using web tools.
. . .An online talent community is a group of people that share an affinity for an organization, profession or skill that connect , share opinions, exchange information, and collaborate using web tools.
Three distinguishing pointsConnects Organization/Profession/Skill
with all Stakeholders Groups
Connects Members toOther Members
Connects Members toNon-Members (Discovery)
COMMUNITY
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Dell’s Social Media and Community University (aka SMaC U)
Course levels:101: Principles201: Dell’s Strategy301: Brand Guidelines401: Platform Specific
To date, 6,000 employees trained and certified to engage on behalf of Dell
Photos provided by Dell. Dell Social Media and Community University.
HR as a Community Facilitator? Natural Role Getting people to connect Change Agents Examples
Gautam GhoshCell: +91-73030-61713
http://www.linkedin.com/in/Gautam
THANK YOU