IBM Connections in Small or Medium Enterprise? Sure! Jan Valdman, DNS a.s. Michal Holoubek, oXy...
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Transcript of IBM Connections in Small or Medium Enterprise? Sure! Jan Valdman, DNS a.s. Michal Holoubek, oXy...
IBM Connections in Small or Medium Enterprise? Sure!
Jan Valdman, DNS a.s.Michal Holoubek, oXy Online, s.r.o.
(Motto)
2
„As a director, you suddenly miss the straightforwardness of
the old days when you were one team, one family. At that
moment, we realized we were big enough to be ready for a
company social network.“
Zdenek MICHÁLEK
Director of Strategy and Development, CZC.cz
3
Why Social Business?
SOCIAL BUSINESS
Different-sized Companies Require Different Approach.
You don’t have to be a large company to take advantage of social business, but…
… you will use the social business by any other way
4
Example: Management Meetings
Open Issues. Information,
documents, discussion.
Last meeting. Open issues
and tasks.
Meeting minutes.
Decisions and tasks
Example: Small Project Management• Tool for planning and realization of small
projects
• One place for project documentation and communication
• Increase in effectivity of project management
6
Example: HR• Communication: company
employees• Communication: HR employees• Feedback: employees company
7
Example: Simple Test Management Tool
• Test planning and management
• Reporting• Easy, effective and
cheap tool for test management.
8
Different-sized Companies Require Different Approach.
9
Size of organisation
Siz
e of
com
mun
ity
Activity
Sharing
Social network
Best Practice of Adoption Process
10
Top management
HR
Marketing
Trade
Technical support
Customer support
Business cases
Testing
Ad hoc working groups
Pilot (8 months)
Expansion (6 months)
Evolution
Best Practice: Summary• Social Business approach enables people within
the company to stay in contact.• Adoption has to start from the top down.• The simplest solutions are often the best.• Flexibility • The implementation partner has to cover both
technology and methodology11
Best Pracctice: Tablets• Top management prefer a mobile
client ratherthan a web interface.
• Tablets – from e-mail reader to inteface and corporate IS.
• Tablets simplify the adoption of IBM Connections considerably
12
Greiner Growth Model and Social Business
13
Organisational Age
Org
anis
atio
nal S
ize
Leadership
Crisis
Autonomy Crisis
Control
Crisis
Staff
Crisis
Growh
Through
Creativity
Growh
Through
Direction
Growh
Through
Delegation
Growh
Through
Collaboration
Growh
Through
Coordination
Act
ivit
y
Sh
arin
g So
cial
Net
wo
rks
14
Conclusion
Recommendation
Summary
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It’s human nature to communicate.
You can ignore social business as a trend but you will not get rid of it.
The only result you might achieve is that your employees will discuss
work-related issues over public social networks.
„You can disagree, you can discuss it, but that‘s about all you
can actually do about it.“
(J. da Cimrman)
Lessons Learned
#1
You don’t have to be a large company to take advantage
of social business.
16
Lessons Learned
#2
Adoption depends on the size of the communities more than on the
size of the company.
17
Lessons Learned
#3
Even sophisticated solutions are made of just a few elementary types of activities and services.
18
Lessons Learned
#4
In an SMB, the adoption must begin from the top management down.
19
Lessons Learned
#5
Tablet is a natural client device for social employees.
20
Lessons Learned
#6
The implementation partner plays a key role.
21
A Few Recommendation how to
KILL the project
!22
#1
It́ s a software. It means it is responsible to IT department.
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#2
First step – pilot and than roll-out
24
#3
We will install this product and put it users for testing
25
#4
The best way is the transfer of apllications from other company
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#4
We don t́ need the partner for adoption
27