3. Dynamic collaboration
In collective intelligence and dynamic collaboration, people are involved in ESM within frameworks. ESM is also the ideal means for employees to initiate activities on their own initiative, such as asking questions to colleagues, sharing successes or sounding out suggestions for improvements. The companies that get this process going well ensure a culture of constant renewal, improvement and market-oriented work. Nowadays, competitive advantages are copied in no time: with self-directed collaboration, such a culture is a competitive advantage that is almost impossible to copy. Andrew Mcafee says about this: “a strategic force multiplier that is inexorably driving the leaders and the laggards farther apart in today's business landscape.” However, reality also shows that most organizations have a culture that does not stimulate this way of working together. Getting self-directed collaboration going must therefore be tackled properly and requires continuous support, community management. Examples of activities that fall under community management are:
Coaching users to formulate their contributions in such a way that they generate large and high-quality responses.
Engaging people in conversations that are relevant to them or to which they can contribute.
Engage leaders in the company in conversations at a time when they can have the most impact.
Selecting interesting topics and stimulating dialogue.
'Retrieving' valuable topics within the organization and exposing them to the collective intelligence of the company.
Identifying experts and engaging these people to use their knowledge and network to increase the dynamics and quality of the conversation.
Some organizations also use community management as a kind of law enforcement service. I am not in favor of this. Make it clear that ESM is used for constructive and future-oriented activities, show this clearly with collective intelligence trajectories and the contributions of the leaders in the organization and you will be amazed at the constructive attitude of your colleagues.
4. Knowledge management
When using ESM in a professional environment, knowledge is a product of online collaboration and dialogue. If someone asks a question and colleagues give a good answer, that knowledge is also stored and available to everyone. Where traditional knowledge management does not succeed in getting the implicit knowledge out of people's heads, this is possible in a dialogue via ESM. The knowledge is therefore also of higher quality than with traditional knowledge management. For example, we regularly see that a dialogue about a method or technique results in a best practice. It is wise to ensure that important knowledge is structured on ESM and is easy to find. In a good ESM program it is therefore necessary to have a function that structures knowledge: a knowledge manager.
5. ESM traininghas a great positive impact on a successful adoption of ESM. Combine this training with presenting a number of application scenarios where ESM adds a lot of value and the productive use increases even further. This training is a part of many structured collaboration projects.
6. User management
User management includes relatively simple management activities, such as registering participants and ensuring norway phone number list that participants fill out their profiles and post a photo. Complete profiles and photos are an important part of success. A site where no one has bothered to fill out their profile does not radiate involvement. In addition, UM can help participants with questions about the use of tools.
In ESM programs, there is generally a large collective intelligence project running, structured collaboration projects are carried out in a number of places and community management is continuously present to stimulate dynamic collaboration. This results in a well-balanced program where ESM is used productively at different levels.
This best practice is based on experience we have gained over a period of more than 4 years with ESM programs at large multinationals. ESM has a lot to offer organizations and the gap between companies that successfully use it and those that lag behind is growing. Don't make the mistake of providing a tool and assuming that the rest will follow. As with anything of value, it takes effort to achieve your goal.
Previously I wrote about the benefits and success criteria for Enterprise Social Media (ESM).