The world’s largest private employer, Walmart, has signed up with Workplace by Facebook. It means 2.3 million employees are now able to connect and collaborate across the entire organization. Why did the king of retail align itself with Workplace, Facebook’s relatively new venture into enterprise social networking? Because the retail industry is being disrupted and its only defense is to disrupt itself. Traditionally, retail has been one of the major employers globally. It’s now one of the most affected by digital disruptions, including online shopping and virtual supply chains. The pressure for the retail sector to innovate and change has
For most large organisations, it’s an absolute pain to keep your staff directory up to date. Staff profile data tends to be spread far and wide across different systems, be they human resource data bases, email directories, payrolls and the like; with no single up-to-date repository one can rely on. Believe me, the journey is worthwhile for many reasons. In this post we are selfishly addressing our SWOOP customers and prospects. SWOOP is founded on the science of social network analysis (SNA). Value from SNA is achieved by identifying the relationship connections between individuals. The follow-up core value then comes
Enterprise Social Networking (ESN) is starting to impact how staff at all levels of the organization behave and interact with each other. In particular, we are starting to see progressive CEOs and their senior executive teams looking to ESN to sidestep the traditional top down communication cascades and engage directly with ‘shop floor’ level staff, to build staff engagement overall. We first reported on this trend more than 18 months ago when we interviewed former Telstra CEO David Thodey, the head of Australia’s largest telecommunications company. Thodey stated that his driving enthusiasm for ESN was the way it enabled him
As we started introducing SWOOP to Workplace by Facebook clients, the big difference we noticed between Workplace customers and customers using other Enterprise Social Networking (ESN) platforms was the proportion of “Open” to “Closed” groups. Our 2017 benchmarking report of 57 organisations worldwide identified an average 74% open groups, with four organisations being 100% open. We have always pushed to keep the number of open groups as high as possible, while acknowledging there are always good reasons to have some groups closed. Isn’t that why organisations are adopting an ESN in the first place, to enhance transparency and open sharing?
Our weekend papers were filled with transcripts of the ‘robust’ conversation had between President Trump and Australian Prime Minister Turnbull on the issue of refugees. Some commentators were concerned about how ‘leaky’ the Trump administration had become. Others welcomed the transparency afforded by the transcripts, allowing the public to see beneath the public personas that many leaders are adept at maintaining. One thing is clear however, increased digitisation is providing us with at least the technical capability to track virtually everything anyone says to each other over digital channels. Stopping the leaks through purely governance mechanisms alone is like pushing
There is something seriously wrong with how organizations are going about identifying talent in their organizations. Substantially, most organizations today treat their staff as objects sitting on the warehouse shelves waiting to be picked off. The HR department will have devised capability characteristics that can be assigned to each individual using some tenuous process, so that they can be placed in the right shelf with similarly categorised staff. Some specially classified staff may merit a shelf of their own and therefore may be especially attractive to those fortunate enough to have been picked off the shelves earlier. Some of the
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