Month: June 2014

GETTING THE MOST OUT OF YOUR SOCIAL MEDIA PLATFORM

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Is your internal social media platform being used to its full potential? We’ve found that while many companies have invested money, time and effort into integrating internal social media platforms with their existing platforms, they find bringing people together on these platforms to engage in meaningful exchanges a complex and daunting prospect. So what can you do to ensure you extract convincing results and insights?

At the Hot Spots Movement, we have spent the past five years developing our FoWlab process to create and support online collaboration within organisations. We know what works well and what to avoid, and we are now offering our expertise and experience to help organisations derive more effective engagement with their employees by running jams on their own internal platforms. We provide supported practices, processes and training to help companies engage their employees online and tackle their most complex organisational challenges.

If you’d like to learn more about how we can help you make the most of your internal social media platforms, contact keith@hotspotsmovement.com.

FoW Visits Japan

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Emmaby Emma Birchall, Head of Research, Future of Work

I’m blogging from Tokyo this week, where Lynda and I have been meeting our Japanese Future of Work Consortium members at a series of special events. We started the week with a FoW workshop addressing a number of key global trends, including hyperconnectivity, the rebalancing of financial markets, longer working lives, the hollowing out of work, climate change and the rise of poverty and inequality. Hosted by Kokuyo, the workshop also included delegates from Fast Retailing and Ricohpanel

Kokuyo also hosted an evening event where Lynda gave a talk about her latest book, The Key and we enjoyed an excellent presentation by Kokuyo’s CEO Mr Kuroda. Lynda also had time to meet with Mr Tadashi Yanai – the founder and CEO of Fast Retailing – and learn about his approach to leadership and the future of work – before heading off to do a series of interviews with Japanese newspapers and television. It’s been an exciting and action-packed trip so far – check out Lynda’s Twitter feed for more updates on what we’ve been up to.

We have the tools – but what about the attitude?

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Tina Schneidermann - Portrait 03 by LK - CONTRASTby Tina Schneidermann, COO, Hot Spots Movement

It seems paradoxical that in a world where we can communicate with anyone in the world at any time, employees are still in the habit of sharing bright ideas only with their manager in the hope that they will be pushed up the food chain. An unfortunate result of this custom is that valuable pockets of expertise can remain untapped due to poor inter-departmental communication or managerial oversight. It’s hard not to notice the way teams and their managers become anxious to gain status by “owning” a project or issue – with the frequent and unfortunate consequence that the company’s leading expert might be left out of the process because they work in another team.

This is at odds with the communication habits most of us have outside work, where people are becoming increasingly used to commenting on, amending and even criticising the decisions, actions and statements of others. Social media democratises communication and makes it possible for people to share their knowledge – and benefit from that of others – regardless of location or status. This is the sort of spirit that exists within our FoWlab Jams, where we seek to level the field when it comes to communication and draw out the best ideas from around an organisation based on their relevance to the issues being tackled rather than the relevance of the job titles held by the commenters. Breaking out of the work communication structure doesn’t come naturally – our jams are facilitated conversations – but the benefits it brings can make a tangible difference to your business.

Hopefully companies will soon be comfortable updating their communications practices to ensure valuable contributions are heard irrespective of where they sit in the organisation.