How social networking builds enterprise collaboration

By Jennifer Lonoff Schiff, CIO |  Unified Communications, collaboration, Collaboration Software

Vanguard continually looks to improve its process, reduce costs and provide innovative products. Enterprise collaboration is an opportunity to leverage the crew's knowledge, by connecting crew to crew and crew to content. Enterprise collaboration increases the crew's effectiveness by providing a platform to share and grow their knowledge. It is becoming the new normal for how we do business.

Also, as Vanguard has expanded globally, enterprise collaboration has enabled [the company] to maintain its unique culture. It helps keep [employees] connected and engaged, and increases our ability to share and capture knowledge.

CIO.com: How did you go about implementing social networking? Did you have a pilot program?

Meerschaert: We jumped in. It takes time to build a following so we got staff involved, then our members and corporate partners. [We encouraged employees to] follow and like [so] then others will follow and like you back.

Marcante: Three years ago, Vanguard chartered an Enterprise 2.0 initiative to provide the goals and direction to implement E2.0. Instead of only looking at enterprise networks as part of this initiative, Vanguard decided to define it by asking:

" How can we enable our crew to be mobile and be as effective as possible?

" How can we allow the crew to communicate more effectively virtually or in person?

" How can crew collaborate more effectively, especially in a 24/7 global world?

"Technology like email will continue to serve a valuable function, but social technologies help redirect some behaviors to more effectively capture knowledge."

A quick win for our crew was providing the ability to share personnel information, such as the "About me" section of crew profiles. They can also use video collaborative technologies and internal Crew Chat (IM) to connect instantly with other crew members.

Another success was the launch of communities of practice within the IT division. The site is called the IT Hub and it enables crew with common skills to share their knowledge across multiple divisions. We spent a significant amount of time on behavioral changes and the change management process to encourage the Hub's adoption. Creative marketing tools were employed and ambassadors were introduced at the grass roots level to encourage participation. Due to the Hub's success, communities of practice are expanding to the business.

CIO.com: Did the new system replace an existing system/technology? (How did employees primarily communicate/share information beforehand, via email?)


Originally published on CIO |  Click here to read the original story.
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