Tag Archives: Share Point

Collaboration for competitive advantage

As many organisations are rolling out enterprise platforms with social media tools like SharePoint 2010 or Spigit Innovation software, they need to look at their ability to optimise collaboration to unlock the power within their knowledge workers.

Collaboration is working together to achieve a goal. Many organisations who are exploring the use of social media tools seem to regard collaboration as limited to comments, votes and “likes”. Rather, it needs to be a coordinated effort to reach stated goals.

Collaboration is a repetitive process where people and/or organisations work together to realise shared goals. These goals could be the deployment of a project, development of an innovation or putting together a proposal. This is a deep, collective, determination to reach an identical objective.

Organisations need to look at their collaboration processes, who should be involved, what the goals are and what information people need in order to ensure that they get the best results.

Up until now we haven’t had the wherewithal to collaborate at scale. Time and geography have often impeded robust collaboration. With the advent of social media and increased quality of data and enterprise technology with social media capabilities, we now have the ability to maximise the collective brain power of our employees.

There are a number of considerations when we embark on collaboration in large enterprises:

– What is the goal we intend to achieve?

– Who is going to lead the collaboration initiative?

– What are the impediments to collaboration? These could include

Access to information and knowledge

Culture and siloed thinking

Anti-collaborative processes, such as corporate governance or policies

– What are the tools we need for collaboration?

Do we need real world space, like boardrooms?

Will other social media tools, like IM, likes, ranks and posts enhance collaboration?

Enterprise platforms can push or recommend information to the users based on the project or the user profile or similar information that has been accessed in the past.

What templates can we develop to enhance collaboration

– Which skills and experiences should be co-opted onto collaborative projects? These could include:

Analytical

Project

Decision

Networking and Negotiation

Industry

Technical

Professional etc.

But of course collaboration is not a panacea for improving how organisations function. Many processes and job functions are repetitive and transactional and require no collaboration at all. Rather, collaborative behaviour will impede the smooth functioning of the organisation. However, it is clear that teams that work collaboratively obtain greater resources, recognition and reward when facing competition for finite resources.

It is time that organisations started exercising the collaborative muscle to take on the ever changing market.

Hansen, Morten T “Collaboration” 2009 Harvard Business Press

McKinseys

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges is technology agnostic and partners with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

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Filed under Business, Collaboration, Crowdsourcing, Digital Communities, Enterprise 2.0, Innovation

Configuring your business for Innovation

Albert Einstein once said “Innovation is not the product of logical thought, although the result is tied to logical structure.”

In the modern world, unless we are happy being a commodity, Innovation is our main source of competitive advantage – doing things better, more quickly and more cost effectively than our competitors. So how do we gear ourselves up for Innovation?

Organisations are ecosystems where everything impacts everything. Depending on where the organisation wishes to go (its strategic direction) it will put together people, processes, technologies and information to get there.

If the goal is to compete using Innovation it needs to put the people, processes, technologies and information in place to ensure that it is better at innovating than its competitors.

There are many types of Innovation.

Probably the best known and the start of most Innovation projects is Product Innovation – looking for new products for the market.

Market Innovation refers to looking for new markets for existing products. A good example of this is blue ocean strategy where new uses and therefore new markets are found by tweaking existing products as SWATCH did when they repositioned their wrist watch as a fashion icon and started competing in the fashion market.

Process Innovation is also popular, when organisations look for better or cheaper ways to do the same thing.

Business Model Innovation is when a company moves from one way of driving revenue to another. Organisations may move from a straight forward sale environment to a value added services offering with annuity.

Modern innovation models include Management Innovation, where organisations have changed the way that they manage knowledge workers so that they get the most out of their creativity, knowledge, collaboration and Innovation skills.

When we create Innovation ecosystems we need to configure our people, processes, technologies and information to achieve product, process, market, business model and management innovation that helps us leap frog our competition and that requires logical thought and logical structure.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create business cases, digital strategies, user requirements and functional specifications (including taxonomies and metatdata) for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges has partnered with Innocentrix to bring Innovation solutions to the market which include a combination of people, process, technology and information gearing for Innovation. We are bringing Spigit software into South Africa and  Africa.  See this video http://www.youtube.com/watch?v=giptk7QCkXk

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

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Filed under Business, Enterprise 2.0, Innovation

Gaining executive commitment to interactive intranets

Are you finding it difficult to get the executives in your organisation to buy into the need to use social media tools in your Intranet? We find that the business case is a good way to achieve this.

In many of our clients’ organisations, the Intranet is little more than the place I go to, to see the lunch menu or get my leave forms.

It’s no wonder then that executives don’t realise how powerful it could be. The advent of social media is all too often seen to be time wasting and a waste of bandwidth.

Microsoft has just released SharePoint 2010 which contains the latest collaborative tools embedded into its content management and sharing tools. Social media is going to become the norm in large corporates. Companies are migrating to this platform or looking at other collaboration tools to enhance performance in the organisation. The challenge now is to get the full potential of social media on the executive agenda.

We have found the business case an effective way to get executive attention.

A business case clarifies the value of any opportunity. It is the single-most important document in gaining commitment to the strategic interactive intranet or any other opportunity.

A business case is part sales and part marketing. It represents the opportunity to present a compelling justification for funding an investment to achieve the organisations mission, goals and objectives. An effective business case generates the support, participation and leadership commitment required to transform an idea into reality. A business case identifies an opportunity. It provides context and content and describes the desired objectives and outcomes in terms of the business. It describes how and who will be affected. The how and who typically evolve around individual or organisation behavioural changes.

The business case will breakout specific alternatives and their associated impacts. A strong business case for an intranet investment puts that investment decision into the strategic context and provides the executives with the necessary information to make an educated decision.

Putting a business case together for the interactive intranet

Interaction between employees is not new, but for the first time, the ability to interact online through the Intranet is becoming a reality. This is going to have a significant effect on the way we do business. In the same way as eMail changed the speed at which business is conducted the Intranet is going to become he strategic backbone of the organisation and is going to significantly impact on our effectiveness efficiency and the way we do business. But we have very little historical evidence and case studies which have quantified the improvement brought about by this interactivity.

Traditionally, innovation occurs in products, processes or business models. The latest thinking has been well researched by Gary Hamel in his work The Future of Management. The modern Intranet is not only a new tool, but it also enables new ways to manage people. For this reason, we cannot use the past to forecast the future. Our best attempts to make a case for an interactive Intranet are going to have to be around describing the intangible business “steroids” on the Balanced Scorecard as defined by Kaplan and Norton , which lead to business improvements.

You need to put a business case together in order to justify the resources and capital investment necessary to create an Interactive Intranet.

The Business Case is usually primarily a financial document, however in the case of using SharePoint 2010 (or any other web 2.0 enabled CMS software) in order to create a robust Interactive Intranet, the software and concept is so new that there is very little evidence of what differences these new tools can make and there are so many hard and soft permutations that it is difficult to quantify the financial implications. We therefore have to modify our approach to developing the business case to looking at those variables which, if enhanced using SharePoint 2010’s capabilities, will deliver on the organisation’s business objectives.

We find that the best approach is to:

  • Understand the organisational objectives and identify where the interactive Intranet could support delivery;
  • Analyse the internal variables (culture, competence and processes) at a high level, which could influence the successful attainment for the business objectives;
  • Look at what is happening in the competitive landscape;
  • Identify relevant best practise which is enhanced by SharePoint 2010 and can significantly enhance competitive advantage, such as Collaboration , Crowdsourcing and Innovation etc;
  • See where else SharePoint 2010 has made a difference for other Microsoft clients (if our client is migrating to SharePoint 2010), alternatively look for case studies on interactive intranets; and
  • Make recommendations for the prioritisation and roll out of the Intranet optimisation strategy.

We document all the relevant facts and link them together into a cohesive story. This story tells the executives about the what, when, where, how and why.

  • Why is the project needed?
  • How it will solve the issues or opportunities facing the organisation;
  • How the solution addresses the issues or opportunities (benefits);
  • What will happen to the business if the project is not undertaken (the do nothing scenario)?
  • Priorities and timing;
  • An indication of how much money, people and time will be needed to deliver the solution and realise the benefits: and Suggested Metrics for quantifying success.

By documenting everything together in one story, it is easy to link the issues to the solution and the benefits and identify where the organisation would be without the project.

The development of the overall business case also identifies holes or problems with the solution. Moreover, the organisation will have a way to measure its success. This analysis is also be useful for the leadership team to prioritise this project against the many other initiatives that require capital investment.

The business case provides a consistent message to many different audiences. As a high level view of the entire project the business case manages the expectations of all the stakeholder divisions affected by the project (customers, management, operations, research & development, service, sales, accounting, finance, etc.).

The length of the business case should be kept to a minimum, ensuring it stays on topic, presents relevant information in a clear and concise manner and it be focused on supporting management in making decisions.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We write business cases, create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

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Filed under Enterprise 2.0, HR Intranet, Interactive Intranets, Web 2.0

Social Media Optimisation

A few weeks ago, in an article called Man verses the Machine, I wrote about the search algorithm (as used by search engines, for example Google) verses digital curatorship (whereby the people using social media like Facebook drive the information and content delivery, through posting, sharing and liking). Here are some more thoughts on the subject

Search engine optimisation (SEO) is a critical strategy for driving people to your website, but it is only one aspect of the modern digital strategy. With social media there are more meaningful and effective ways of bringing in audiences. The term for this is social media optimisation (SMO.)

SEO uses algorithms to rank top search results. SMO uses audience behaviour to determine what’s important. SMO differentiates and distinguishes individuals, making sense of their specific content wants and needs. Real people articulating real interests eliminates the algorithm as middleman.

The social network is starting to replace the search engine as the average web user spends more time on Facebook than Google. We need to reengineer our approach driving traffic to our content and building our digital brands. Here are some elements of an effective SMO programme.

Find out and evaluate what the audience wants

SEO is based on pandering to search engines to bring you more audiences, by using key words and metatags. But with social media, the new formula is to grab people’s attention in such a way that they will bring you more audiences.

The first step is winning the attention of the audience and knowing what it wants. The key question is, who are they, what do they want from you and when and how do they want it? Fortunately, this data is abundant. You can find it in your social media sites, analytics system, in customer research, in your competitors’ wins. The trick is to make use of that data and experiment to find these insights.

Knowing what the audience wants means asking and observing them and then delivering value that they want to be associated with. Then track what gets consumed when and by whom.

By asking the audience you also get people immediately engaged in the conversation.

Build your community

The tactics of SMO will change over time, in much the same way that social media will change. Today, Facebook and Twitter are the two significant social media platforms.

An effective SMO strategy is about getting the community started. Set up a marketing drive to bring your fans to your community page. Use Facebook’s advertising platform to help make potential friends aware of you. Use viral networking to get people to invite their friends. Build a base of influencers to a size that approaches critical mass, so that you are fully connected within the social network from the beginning, rather than sitting outside just looking in.

Create content worth spreading

Once you know what your audience wants, and you have a community to appeal to, now comes the part that great marketers are good at. Designing for sharing is much more than just designing for consumption. In some instances the practices that help marketers succeed in SEO are deadly in SMO. If you stuff a page full of keywords, match the URL to the keywords and keep the content readable by algorithms, you will that find a boring website which falls flat on your users and they will not distribute.

Instead, publish content that is worthy of being shared and wrap it in experiences that your users can’t wait to share with their friends — with pride — which is the emotional fuel that powers the “Like” button.

Package to get attention

These days you’re competing for attention in a Facebook feed or Twitter stream.

Facebook and Twitter are networks and so their value is to be found in quantity (the more there is the more value to each user) but for successful marketers it’s about quality. Standing out in the crowd puts the focus not just on what you say, but on how it’s said. What are the iconic images and headlines that appear in a Facebook feed?

Design for virality

Viral distribution is about much more than the content itself — it’s also about an experience that promotes sharing. Your site, your experience, and your Facebook page all need to be designed for virality. Turn content into interactive features with sharing. It starts by making sharing easy:

  • Include the familiar “like” and “share” icons;
  • Place them in obvious places next to the article you want them to share; and
  • Pull social conversations relevant to your content in as a live feed on your website. Let people see what other people are saying on your Facebook page and Twitter and let them participate in the conversations right from your site.

Previously I have written about The Porous Web where your audiences seamlessly osmosises from areas of low value to high value. Doing all of these things provides a tightly integrated social experience.

Engage and reward your audience

Get involved in the conversation to stimulate dialogue, talk alongside your users and ask them what they want. Engage your audience like a community member not a marketing executive.

Validation is all about appealing to people’s emotional desire to look and feel good. Rewards for these people are intrinsic to the sharing itself.

Measure and experiment

On every page measure how many people viewed it and shared it, and how many more people that brings. You can test and vary every element, from the tools that promote sharing, to the content itself. Test rigorously and learn what works for your website, community and your audience.

These are just some of ways that SMO can be effectively deployed. The most important thing right now is recognising that SEO is important but that social media is changing the rules.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

 

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Filed under Business, Digital Communities, eMarketing, Facebook, Google, Web 2.0, Web Marketing

Ten lessons learned from successful intranets

Not all intranets are created equal.

Great intranets increase productivity, knowledge sharing, collaboration, communication and delivery on strategy. Lousy intranets are at best repositories for leave forms, but more dangerously, with the advent of social media and employees’ concomitant expectations from their experiences on the web, they can become bottlenecks and a source of frustration and disengagement.

Here are ten lessons that we have learned from developing Intranet strategies for large corporates.

Hard code the organisational strategy into the intranet

Interactive tools on the intranet enable much more robust interaction between employees and departments. It lets employees do things far more effectively and quickly, including the wrong things…

The organisational strategy needs to be examined in terms of where it is going, how it is configured to get there and the key performance areas in order to support each employ on the intranet.

Profiling

By profiling each employee we can customise the intranet so that they only see what is relevant to them, this reduces information overload and communication fatigue. Profiling also enables us to attach employees to certain projects, track on line behaviour, understand organisational networks, or to search for employees based on their skills and experience and availability.

Process

Processes are the glue within the organisation. The more effective the processes, the more effectively the organisation functions. Buy evaluating which processes are responsible for creating the most competitive advantage and optimising them on the Intranet, you create high performance organisations.

It is important to bear in mind that technology must enable organisations, particularly with new social media functionalities. Organisations shouldn’t be squashed into processes within technologies.

Integration

There are other technologies in the organisation which could be integrated into the Intranet to provide useful data, for example MS Outlook could be integrated into SharePoint 2010 to ensure that only available employees are surfaced when searching for resources across the organisation for projects.

Other technologies which we have found useful to integrate include SAP which supports the organisational processes for servicing customers and SAS data-mining tools.

Have a strong content governance structure

An intranet is only as good as the relevancy and currency of its content. Ensure that roles are defined; owners, authors and approvers are trained; content management functions are built into the job responsibilities; and process champions are identified.

Ensure user adoption

Due to the federated structure of large organisations we recommend that you get inputs from all the different business units and departments during the course of the project.

Several rounds of usability testing should be conducted during the design and development of the intranet.

Road shows, timely communication through emails and web meetings and efficient internal marketing should be conducted throughout the roll out.

Reserve time for beta testing where users from different departments do multiple ‘test drives’ and provide feedback.

Technologies are better adopted when people see the purpose of using them, they are intuitive and when they make the user look and feel good, yet another reason to profile employees and map the digital processes to the way they work in the real world.

More isn’t necessarily better

A portal with a lot of outdated content has very little value.

During the planning stages of content migration, identify which content is outdated or irrelevant. Conduct content identification exercises with your departments using content architectures and migrate or create new content as applicable.

Strong search is important

Search is the most frequently used functionality on any Intranet, be it people search or content search. Provide different ways of searching, but keep it simple. The majority of users like to just key in a keyword, press ‘enter’ and be provided with relevant results.

The intranet should help many people be more productive, using their time to full potential instead of trying to find information for half the time.

If you are using SharePoint 2010 create document libraries which enable information to be created once and updated in one place despite multiple views, that way all the information on the intranet will be kept consistent.

Listen

Listen to what users have to say. Provide multiple avenues for gathering feedback and be open to feedback regardless of how harsh or positive it might be. Listening to the users is the best way of identifying user behavioural patterns and enabling you to keep improving the Intranet.

The intranet isn’t an IT-driven initiative

Many companies think of the intranet as an IT-driven initiative. This isn’t true and should not be the way an intranet is approached.

As the department responsible for improving communication, Corporate Communication is the champion of the communication, the same goes for the role of HR and line management in employee relationships, and operations in process optimisation.

It should be a partnership with IT bringing new ways of using technology to the forefront and enabling the company through tools that support their workflows on the intranet.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

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Filed under Business, Enterprise 2.0, HR Intranet, Interactive Intranets

Three reasons not to block Facebook in corporates

It always amazes me, when dealing with large corporations, how many of them have blocked access to Facebook. I understand this when people are doing boring, repetitive jobs, but I am seeing it in organisations who employ knowledge workers for their innovation, creativity and their relationship building skills.

When I ask them why, there are usually two reasons; bandwidth and productivity.

Too much time spent on Facebook by employees is not a sign that Facebook is bad. It is an indicator of the level of engagement of an employee. If he wasn’t on Facebook, he would be on the phone or playing solitaire anyway. The cure for too much time on Facebook is to engage the employee whether it is through motivation, training, counselling, changing the level of complexity of the work. Switching Facebook off only serves to send the bored employee elsewhere.

The secret to increasing productivity and bandwidth use is to take a strategic approach to Facebook. Here are three reasons why leaving Facebook on could be good for your company:

  • Employees become real people to your clients;
  • Employees learn about personal branding and how to use other social media; and
  • Employees can endorse your brand by association.

Being real people

The lines between our personal and professional lives are blurring. Facebook is enabling everyone to become more approachable and to build accessible personal brands. By capitalising on this, knowledge workers can develop closer more robust relationships with clients. Research shows that when client relationships are rich, clients are likely to be more tolerant if we make mistakes and will allow us to rectify them. Close relationships with clients often leads to advocacy, when clients actively refer us to other clients. They also shorten sales cycles and make sure that we are in the right place at the right time when our clients need our services.

Using social media and building personal brands

Social media is changing the way enterprises work. It is flattening out organisational hierarchies and is fast becoming a way to improve communication, capture knowledge and enable innovation across the business. The quicker employees learn to use social media tools, the more effectively they will adopt and use enterprise 2.0 tools like SharePoint 2010.

Employees who build strong personal brands can cement stronger relationships within the organisation. Enterprises with strong employee relationships experience lower levels of attrition, and will find it easier to attract and keep good people.

Brand endorsement by association

In their private lives, employees are surrounded by people, either digitally or in the real world, that organisations recognise as their target audience. Intelligent and relevant updates on Facebook , keep people top of mind and ensure they are remembered when people are looking for related services.

If our employees have a strong personal brand, the fact that they work for us adds to the organisational brand.

A word of caution

Facebook and employee branding can be an incredibly powerful tool, used properly, but used badly they are very dangerous. Facebook usage must be monitored for abuse or counter branding. This leads to questions of privacy and employees should be aware that if they have access to Facebook at work, we reserve the right to monitor what they are doing.

Conversely

Happy engaged professionals recognise their role in building our enterprises. They don’t only need to be in the marketing department to participate in growing the brand. Employees with strong personal digital brands from all over the organisation, from finance to operations, can contribute by virtue of association.

If you have switched Facebook off in your organisation, you could start switching it on based on the employees’ digital behaviour and personal brands, or as a reward for great performance. Your access levels to Facebook could be used as a status symbol within the enterprise.

The world is changing and enterprises need to change too, especially in the way they engage with employees. Enterprise 2.0 is about people. The focus needs to be on managing people for optimal productivity through committed employee relationships rather than on managing technology. A strategic approach to Facebook is just the beginning.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za

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Filed under Business, Enterprise 2.0, Facebook, HR Intranet, Web 2.0

Social media inside the firewall

Social media has changed the way organisations function forever. Tools including wikis, blogs, social networks and podcasts have become mainstream, forcing corporations to adapt and evolve. How can we benefit from using social media tools inside the firewall?

SharePoint 2010 is becoming ubiquitous in many enterprises, with is broad range of capabilities and features that enable collaboration between organisations and their employees. It features optimised content search, interactive technology and ability to personalise parts of the site which will make it an ideal platform for developing a great Intranet. But precisely because of its interactiveness and personalisation, it is set to change the way enterprises work. For this reason it is critical when implementing SharePoint, or any other interactive Intranet platform, to build it into the organisational DNA.

This necessitates taking into consideration the strategy, how the organisation has been configured to deliver on that strategy; its culture, organisational design, performance management and the operational processes that are in place.

A macro-strategic over hall of the organisation is required, because broken processes and misaligned cultural fits must not be built into the new system. The modern Intranet is so powerful that it will exacerbate any organisational dysfunction.

It requires a brave new approach on behalf of the executives to question the way work gets done, what they need to achieve and the conversations that they are having with their employees.

The Intranet is no longer the domain of the IT division and internal communication team, it belongs to everybody.

The starting point therefore is to write the business case and to translate the optimal organisational strategy into a digital strategy which aligns the people processes and technologies with the overall goals and the roadmap for implementation.

New and more intangible people management processes need to be introduced to increase engagement and manage the changing organisation.

Because the interactive Intranet enables us to surface behaviour, we will also be able to measure organisational performance and manage knowledge on a scale never possible before.

This is an opportunity to innovate and magnify competitive advantage exponentially.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication and manage brand conversations with consumers.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za



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Filed under Business, Enterprise 2.0, HR Intranet, Interactive Intranets