a number of the same tips and learning
Posted: Sat Jan 18, 2025 6:18 am
The core here is that the vision on communication is changed. In this way, a social intranet becomes the linchpin of the internal resource mix and the change can be realized with 'own' IT hours. The Sharepoint intranet of SNS REAAL is replaced in parts, first an interactive shell is placed on the existing collaboration environment. Later the change of that collaboration environment and associated processes follows.
A long breath
But the real work only begins after the technical application. Because interaction and knowledge sharing do not happen overnight. Creating support, formulating measurable goals, convincing others of the added value – that it improves effectiveness and productivity – requires a long breath, according to Raessen.
The stories of both Soeteman and Raessen show that success with internal social media involves much more than just technology. The people who (have to) use the internal social media require, if possible, even more attention than the technology.
Knowledge book
photo DirkzwagerThe story of Jeroen Zweers of law firm Dirkzwager is equally inspiring. Sharing knowledge with the outside world is not really in the DNA of the legal profession. Yet sharing knowledge turned out to be the key to impressive results, including increased turnover, loyalty with existing clients and a better image of 'the brand' Dirkzwager.
But here too, this involved more than just (facilitating) sharing knowledge in itself. It turned out to require a whole cultural change. Zweers succeeded in bringing about this change within the comfort zone of the legal world, whereby internal support also proved crucial here. Just like using existing potential. What are you already good at and how can you show that? What suits you as an employee?
Conversation
Finally, Microsoft. Stephan Lam literally and figuratively gives a face to the people behind and around Microsoft during his presentation. It proves to be exemplary for how Microsoft looks at deploying ambassadors.
That Microsoft sells technology is not what it is about. What people can do with that technology, that is what Microsoft wants to show. And who better than its own employees to tell about it and to engage in conversation with Microsoft customers. What makes the story so appealing is the authenticity with which it is done.
photo MicrosoftBased on the employees' own interests, they are linked to customers. bolivia mobile phone number list An employee with a passion for gaming talks to a fanatic gamer whose 'device' is in for repair. A temporary replacement product (of course from Microsoft) is offered. Goodwill, brand experience in a difficult to reach target group and exposure are the result. But the most important thing here is that the target group is listened to first. Based on that, sharing is done and that happens even before anything comes back. Giving your fans a stage. It turns out to be the way for Microsoft to start the conversation.
Common thread
In all these presentations and stories, moments kept coming back. I have listed them for you:
Technology is not the starting point, your people are.
Ensure support among employees, but certainly also among management
Focus on the naturally enthusiastic employees. They pave the way for the rest of your employees.
Use existing potential. Let people do what they are good at. Facilitate and reward that too.
By sharing knowledge, you create knowledge. Literally and figuratively. You give your organization a face with it. Internally and externally!
What is your experience? Do you recognize yourself in the cases described above? What are your tips/learning moments for others? I would love to hear it!
A long breath
But the real work only begins after the technical application. Because interaction and knowledge sharing do not happen overnight. Creating support, formulating measurable goals, convincing others of the added value – that it improves effectiveness and productivity – requires a long breath, according to Raessen.
The stories of both Soeteman and Raessen show that success with internal social media involves much more than just technology. The people who (have to) use the internal social media require, if possible, even more attention than the technology.
Knowledge book
photo DirkzwagerThe story of Jeroen Zweers of law firm Dirkzwager is equally inspiring. Sharing knowledge with the outside world is not really in the DNA of the legal profession. Yet sharing knowledge turned out to be the key to impressive results, including increased turnover, loyalty with existing clients and a better image of 'the brand' Dirkzwager.
But here too, this involved more than just (facilitating) sharing knowledge in itself. It turned out to require a whole cultural change. Zweers succeeded in bringing about this change within the comfort zone of the legal world, whereby internal support also proved crucial here. Just like using existing potential. What are you already good at and how can you show that? What suits you as an employee?
Conversation
Finally, Microsoft. Stephan Lam literally and figuratively gives a face to the people behind and around Microsoft during his presentation. It proves to be exemplary for how Microsoft looks at deploying ambassadors.
That Microsoft sells technology is not what it is about. What people can do with that technology, that is what Microsoft wants to show. And who better than its own employees to tell about it and to engage in conversation with Microsoft customers. What makes the story so appealing is the authenticity with which it is done.
photo MicrosoftBased on the employees' own interests, they are linked to customers. bolivia mobile phone number list An employee with a passion for gaming talks to a fanatic gamer whose 'device' is in for repair. A temporary replacement product (of course from Microsoft) is offered. Goodwill, brand experience in a difficult to reach target group and exposure are the result. But the most important thing here is that the target group is listened to first. Based on that, sharing is done and that happens even before anything comes back. Giving your fans a stage. It turns out to be the way for Microsoft to start the conversation.
Common thread
In all these presentations and stories, moments kept coming back. I have listed them for you:
Technology is not the starting point, your people are.
Ensure support among employees, but certainly also among management
Focus on the naturally enthusiastic employees. They pave the way for the rest of your employees.
Use existing potential. Let people do what they are good at. Facilitate and reward that too.
By sharing knowledge, you create knowledge. Literally and figuratively. You give your organization a face with it. Internally and externally!
What is your experience? Do you recognize yourself in the cases described above? What are your tips/learning moments for others? I would love to hear it!