Tuesday, October 30, 2012
Tuesday, October 23, 2012
Friday, October 19, 2012
Thursday, October 18, 2012
The Do's and Don't of submitting your resume
Don't have your mother submit your resume for you.
On principal alone you would never get the interview.
Tuesday, October 16, 2012
Wednesday, October 3, 2012
How Collaboration and Social Networks Improve Productivity
Report|McKinsey Global Institute
In a few short years, social technologies have given social interactions the
speed and scale of the Internet. Whether discussing consumer products or
organizing political movements, people around the world constantly use
social-media platforms to seek and share information. Companies use them to
reach consumers in new ways too; by tapping into these conversations,
organizations can generate richer insights and create precisely targeted
messages and offers.
While 72 percent of companies use social technologies in some way, very few
are anywhere near to achieving the full potential benefit. In fact, the most
powerful applications of social technologies in the global economy are largely
untapped. Companies will go on developing ways to reach consumers through social
technologies and gathering insights for product development, marketing, and
customer service. Yet the McKinsey Global Institute (MGI) finds that twice as
much potential value lies in using social tools to enhance communications,
knowledge sharing, and collaboration within and across enterprises. MGI’s
estimates suggest that by fully implementing social technologies, companies have
an opportunity to raise the productivity of interaction workers—high-skill
knowledge workers, including managers and professionals—by 20 to 25 percent.
MGI’s report, The social economy: Unlocking value and productivity through social technologies, explores their potential economic impact by examining their current usage and evolving application in four commercial sectors: consumer packaged goods, retail financial services, advanced manufacturing, and professional services. These technologies, which create value by improving productivity across the value chain, could potentially contribute $900 billion to $1.3 trillion in annual value across the four sectors.
Two-thirds of this potential value lies in improving collaboration and communication within and across enterprises. The average interaction worker spends an estimated 28 percent of the workweek managing e-mail and nearly 20 percent looking for internal information or tracking down colleagues who can help with specific tasks. But when companies use social media internally, messages become content; a searchable record of knowledge can reduce, by as much as 35 percent, the time employees spend searching for company information. Additional value can be realized through faster, more efficient, more effective collaboration, both within and between enterprises.
The amount of value individual companies can capture from social technologies varies widely by industry, as do the sources of value. Companies that have a high proportion of interaction workers can realize tremendous productivity improvements through faster internal communication and smoother collaboration. Companies that depend very heavily on influencing consumers can derive considerable value by interacting with them in social media and by monitoring the conversations to gain a richer perspective on product requirements or brand image—for much less than what traditional research methods would cost.
To reap the full benefit of social technologies, organizations must transform their structures, processes, and cultures: they will need to become more open and nonhierarchical and to create a culture of trust. Ultimately, the power of social technologies hinges on the full and enthusiastic participation of employees who are not afraid to share their thoughts and trust that their contributions will be respected. Creating these conditions will be far more challenging than implementing the technologies themselves.
http://www.mckinsey.com/insights/mgi/research/technology_and_innovation/the_social_economy
The social economy: Unlocking value and productivity through social technologies
July 2012 | by Michael Chui, James Manyika, Jacques Bughin, Richard Dobbs, Charles Roxburgh, Hugo Sarrazin, Geoffrey Sands and Magdalena WestergrenSocial media’s untapped productivity payoff
MGI principal Michael Chui discusses the potential value in
using social tools to enhance communications, knowledge sharing, and
collaboration within and across enterprises.
MGI’s report, The social economy: Unlocking value and productivity through social technologies, explores their potential economic impact by examining their current usage and evolving application in four commercial sectors: consumer packaged goods, retail financial services, advanced manufacturing, and professional services. These technologies, which create value by improving productivity across the value chain, could potentially contribute $900 billion to $1.3 trillion in annual value across the four sectors.
Two-thirds of this potential value lies in improving collaboration and communication within and across enterprises. The average interaction worker spends an estimated 28 percent of the workweek managing e-mail and nearly 20 percent looking for internal information or tracking down colleagues who can help with specific tasks. But when companies use social media internally, messages become content; a searchable record of knowledge can reduce, by as much as 35 percent, the time employees spend searching for company information. Additional value can be realized through faster, more efficient, more effective collaboration, both within and between enterprises.
The amount of value individual companies can capture from social technologies varies widely by industry, as do the sources of value. Companies that have a high proportion of interaction workers can realize tremendous productivity improvements through faster internal communication and smoother collaboration. Companies that depend very heavily on influencing consumers can derive considerable value by interacting with them in social media and by monitoring the conversations to gain a richer perspective on product requirements or brand image—for much less than what traditional research methods would cost.
To reap the full benefit of social technologies, organizations must transform their structures, processes, and cultures: they will need to become more open and nonhierarchical and to create a culture of trust. Ultimately, the power of social technologies hinges on the full and enthusiastic participation of employees who are not afraid to share their thoughts and trust that their contributions will be respected. Creating these conditions will be far more challenging than implementing the technologies themselves.
http://www.mckinsey.com/insights/mgi/research/technology_and_innovation/the_social_economy
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