I’ll be participating in this twitter chat at 7.00pm BST on Thursday 27th September:
ESNs role in The Social Organization
1. Does the concept of social capital provide a useful focus for ESN work? Why?
2. Does helping employees understand the value of social capital support adoption of ESNs? How?
3. Can a focus on social capital enable greater integration between the activities and organisation of IT, HR, OD, CRE, FM, IC etc
4. How can ESN groups and community management be aligned with organisational teams, networks and communities?
5. What type of analytics are useful in informing ENS use and accumulation of social capital?
6. How does social capital enable companies to move along the ESN/Community maturity curve faster? Why?
If you’re on Twitter, do join me. (And if not, what impact does that have on your ability to facilitate enterprise social networks and the social organization?)
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jon [dot] ingham [at] strategic [dash] hcm [dot] com
I graduated from Imperial College, London in 1987 and joined Andersen Consulting (now Accenture) as a systems development consultant. After ten years in IT, change and then HR consulting, I joined Ernst & Young as an HR Director, working firstly in the UK, and then, based in Moscow, covering the former USSR.More recently, I have worked as Head of HR Consulting for Penna and Director of Human Capital Consulting for Buck Consultants (the HR consultancy owned by ACS).