I am Ana Neves. I’m an experienced knowledge management consultant and owner of Knowman. Year after year, I have been carefully crafting and perfecting Social Now to keep it as valuable, relevant and surprising as when it was launched in 2012.
In this page I will share why I ventured into doing something like this and I will proudly present the wise people who have been advising and encouraging me along the way.
Have a look at the design details which will leave you much better prepared to help your organisation tackle its business challenges.
MOTIVATION . ADVISERS . FORMAT . CASES
Previously as a knowledge manager and more recently as a consultant I realised there are two types of events:
However, after hearing from attendees and clients of mine, I came to understand that:
All combined, it is hard for a participant to get a true sense of what enterprise social tools are about, how they support work, what are the pitfalls and clever tricks, or what sets tools apart from each other.
Talks offer practical ideas to improve work at Cablinc, a fictitious company very similar to your own. Some are presented as “day-in-the-life” narratives.
Peers from real organisations offer advice to Cablinc based on their experience of implementing and launching new intranets and internal platforms.
Some organisations recount a typical day at work so that you hear of actual practices of improved communication, collaboration and knowledge sharing.
You have to see it to believe it! That is why you will get to see exactly what enterprise social tools look like and how people use them at work.
Speakers are not allowed to get into sales pitch mode. Participants can flag any vendors who start losing the plot. Tool vendors are here to inspire with better work processes, not to sell.
The panel will consider the business, the IT and the user angles to ask questions and highlight key aspects to consider when choosing a tool or analysing more digital ways of working.
There is plenty of time to debate and network with all the clever people attending. Be careful: sun, wine and great food may be in close proximity.
Have tools and processes to capture and retain expert knowledge, critical to the business, and make it available to employees, wherever they are, whenever they need it. This is a requisite of ISO 9001:2015.
Important top-down messages need to reach every staff member, as quickly and intact as possible. Equally, channels are required to promote transparent and quick communication between all hierarchical levels. Remote work should not mean isolated work.
Make it easier for teams, communities and networks to share knowledge, work together, make decisions together, cocreate documents, etc.
Build better teams by identifying the right people for the job. Create easier project communication and reporting processes. Improve a shared view of project work and promote ongoing habits of joint learning.
Speed up the onboarding process. Promote continuous learning. Recognise people’s knowledge and their willingness to share it. Know your people and get maximum value from their knowledge.
Crowdsource ideas, evolve them collaboratively, gather feedback, evaluate them and track their progress. Make innovation exciting, transparent and a rewarding experience which everyone sees as part of their job.
Create a good experience for remote and mobile work. Ensure employees can communicate, collaborate, access and share knowledge away from the office as well as at the office.
Digital transformation efforts do not produce results without generalised and strong digital leadership behaviours. Find out why digital leadership is important, what does it mean to be a digital leader and the how enterprise social tools can help.