Many important points were discussed at the Social Business Arena. One central aspect here was the question how Social Business Collaboration will further develop. Seen in the picture is Siegfried Lautenbacher on the podium during the discussion.
During the CeBIT (16th – 18th March 2015) the Social Business Arena took place for the second time with the Motto „Social as the pioneer for the digital transformation“. The concept of a public conference has paid off. Specific aspects of providers and users of Social Business Collaboration are presented at the Social Business Arena in a diversified supporting program. But also important problems with the use of Social Software are discussed and solutions provided. We at Beck et al. Services were present from the beginning as a Service provider. With conviction on the grounds that the community has a public space where you can exchange ideas and communicate. Practical due to the consideration to disclose our own doing and at the same time to discuss challenging problems. Following the character of the public conference, we have not only contributed financially, but also participated in the discussion of the contents. The Part 2 of our corporate Blog below highlights a few aspects that were important to us at the Social Business Arena. Part 1 (here) portrays our substantive preparation and contains the analyses what we have learned from the conference or what we have to follow up in order to shape the Arena 2016.
3 days Social Business Arena
Our involvement during the conference was extremely diverse. In particular, there were numerous aspects of content which we have contributed. We were – in different compositions - on stage during the following events faced the discussions:
- Expert Panel: Quo vadis Enterprise 2.0 & Social Collaboration? (Siegfried Lautenbacher)
- Keynote Discussion: Framework for the future of work (Alexander Klier)
- Expert Panel: Success factors for internal Community & Engagement-Management (Sebastian Thielke)
- Fireside Chat: Social Readiness Check – what is this? (Siegfried Lautenbacher)
- Expert Panel: Significance of Social Skill Management for project success (Sebastian Thielke)
- Expert Panel: Differences in Social Collaboration Solutions (Siegfried Lautenbacher)
- Expert Panel: From Social Adoption to Social Governance (Manuela Weber)
- Elevator Pitch: Social Collaboration & Digital Workplace Solutions (Siegfried Lautenbacher)
These activities should not only be mentioned as highlights, but some of them also be commented on or summarized. Expert discussions „Quo Vadis Social Collaboration“ and „Success factors of Community Management“ Right at the start of the Expert discussion „Quo Vadis Social Collaboration“(Siegfried Lautenbacher) the thesis that Social is dead was proposed, but that it should be cheered. Along the problem of the word and correct term for the transformation process in companies Siegfried Lautenbacher stressed that the problem is not the selection of the right term (or thinking in opposites), but the question how to explain the usefulness of Social Collaboration to customers, and what positive examples there are. In other words: you have to name things in order to be able to speak about them. But at the core pragmatic Solutions have to be found for the corporate collaboration to work better. “To me Enterprise 2.0 means the further development of companies with the aspect of possibilities for action which have been proven as added values, and that are utilizing technics, methods and processes of Web 2.0 as well as Social Web.” There is an Interview with Siegfried Lautenbacher on this subject where he looks at the various prerequisites of companies. A further expert discussion was the question about the success factors of „internal Community & Engagement Management” (Sebastian Thielke). Thereby this discussion was also at the pulse of digital collaboration. You could compare the development of collaborative communities and their cooperation with a bridge, which stands on five pillars:
- The first pillar are the communities. These must be clearly established, implemented and designed productively.
- The second pillar arises from the management of communities. The community management provides a framework for action and guides by their own good example.
- The third pillar consists of the motivation and commitment of its members, which enables the actual transfer into the work processes.
- Pillar four allows the work can be implemented productively in the communities.
- Eventually, pillar five stand for the company professionalizing itself towards communities.
Note: We will embed the relevant videos here as soon as they are available from the Social Business Arena. Keynote Discussion „Framework for Work“ The on-stage participants of the Keynote discussion „Framework for work” agreed in principle that there will have to be new frameworks or conditions for work in regards to the digital workplace. There was disagreement with respect to various proposals: for one the content of the framework (who should regulate what) and also the structure (who should or can regulate at all). The different viewpoints mainly have to do with the fact that this phenomenon cannot quite be grasped yet. There was agreement, in turn, that the new framework - both the flexibility and autonomy of employees, which provide social collaboration platforms - is to be maintained, and that a self-exploitation and the voluntary undermining of protection regulations should be prevented. And of course, that all those affected must be involved in the process.
Our suggestion was that legal and tariff regulations, as well as operating agreements, should provide a framework, which then in turn would need to be contently completed and implemented within groups and teams. But this is under discussion and will continue to keep us occupied in the wake of the Social Business Arena.
Our Social Readiness Check
The offered workshop „Social Readiness Check“ at the Social Business Arena was contently a success. Not only were those present brought to understand the principle, but also what it meant to their own companies. Here the need for advice was concretely satisfied. The workshop "Social Readiness Check" was attended by interested participants. It offered the opportunity of exploring how far one's own company is already progressed in regards to social collaboration. At Beck et al. Services we have further developed this instrument to the Social Compass (see Part 1 of this blog for more on this). Here, the debate of the content surrounding the Social Business Arena actually helped us.
The digital transformation needs– Social Scouts
„At the operational level of implementation it is still true that no process of change happens ‘on its own’, but that it requires an active ‘paving the way’” (Björn Negelmann). This credo we agree with in full. It is true even if it can be established that more and more pressure comes “from the outside”, meaning due to the changed framework conditions. Without an active component that puts the Designing and doing at the fore, the transformation rather does something with the companies, than these use of their freedom of action. And for that no great plans are needed. Actually, the course is constantly set new and it would be enough to start with small steps and to set the course wisely. This basic consideration that has brought us to the development of social Scouts (Part 1), has been confirmed at the Social Business Arena. This would be reason enough for the Social Scouts to be established as a proven tool in the context of the Social Business Arena. In such projects, we would wholeheartedly there. With such an intention, we would wholeheartedly be there. This was a broad overview of our activities at the Social Business Arena. Part 1 of this blog (here) deals with our substantive preparations and conclusions drawn from the Social Business Arena.