Internal social networks

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Conference given during the EU Commission Digital Compettence Day on March 26, 2013 in Brussels


<ul><li> 1. DIGITAL COMPETENCE DAY AT THE EU COMMISSION MARCH 26, 2013 Internal social networks Risks&amp;opportunities Jacques Folon Partner Edge Consulting Me. de conf. Universit de LIge Charg de cours ICHEC Prof. invitUniversit de Metz </li> <li> 2. Cette prsentation est est votre disposition </li> <li> 3. MY DIGITAL IDENTITY </li> <li> 4. First part :Risks1. Data privacy2. Data security3. Intellectualproperty4. What about an internalcommunity manager? </li> <li> 5. 1.0 Data privacy </li> <li> 6. 1.1.Data privacy basics Basic principles: the Data controller(i.e. the EU COMMISSION) collect and processpersonal data onlywhenthisislegallypermitted respect certain obligationsregarding the processing of personal data (details on nextslide) ; respond to complaintsregardingbreaches of data protection rules; collaboratewith national data Source: </li> <li> 7. 1.2. Data privacyrules for data controllers Personal Data must be processed legally and fairly; collected for explicit and legitimate purposes and used accordingly; adequate, relevant and not excessive in relation to the purposes for which it is collected and/or further processed; accurate, and updated where necessary; kept any longer than strictly necessary; rectified, removed or blocked by the data subject if incorrect; Protected against accidental or unlawful destruction, loss, alteration and disclosure, particularly when processing involves data transmission over networks. Source: </li> <li> 8. 1.3. Data privacy&amp; internal social media questions Whichprecisepurpose ? Whatkind of personal data willbestored? Are data stored in Europe ? Are they in the Cloud ? Data privacy commission adviceneeded? Whatwillbe the securitypolicy? What about the content of ex-employees? Is a code of conductenough? SO IT S AN IMPORTANT ISSUE !!! </li> <li> 9. 2.0. Data securitySOURCE DE LIMAGE: </li> <li> 10. Source : </li> <li> 11. How many information? 67 </li> <li> 12. Employees share (too) many information and also with third parties </li> <li> 13. Where do one steal Which devices are data? stolen?Banks USBHospitals LaptopsMinistries Hard disksPolice PapersNewspapers BindersTelecoms Cars... </li> <li> 14. TELEWORKING </li> <li> 15. What are Control limitations? </li> <li> 16. 3.0. INTELLECTUAL PROPERTY Source de limage: </li> <li> 17. Copyright infringmentSource: </li> <li> 18. Employersresponsibility ! What about externalprotectedworks? What about creation by employees? What about import of protectedworks by employees? What about sub- contractorsprotectedworks? What about advertisingcampaign? What about pressclipping? What about externaltrademarks What about employees images? What do youthink of a code of conduct? </li> <li> 19. 4.0. INTERNAL COMMUNITY MANAGERPICTURE CREDIT: </li> <li> 20. Whos in charge if ? </li> <li> 21. Second part: Added value </li> <li> 22. Reading and answering e-mail. Approximately 28%, or about 11.2 hours,of the average interaction workersworkweekisspentreading andanswering e-mails. The studyindicatesthatbecause of private socialmediasability to makesearchable content out of all posted messages, theamount of time spentwith e-mail canbereduced by as much as 35%, orabout 4 hours. </li> <li> 23. Searching and gathering information. 19%, about 7.6 hours, of theaverage interaction workersworkhours are spentsearching for internalinformation only certain employeespossess. Again, because of enterprisesocial mediasability to store all messages as searchable content, thisfigure canbereduced by nearly 35% to about 4.9 hours per week,whichamounts to a savings of 2.7 hours per week per interaction worker. </li> <li> 24. Communicating and collaboratinginternally. Using phones, e-mail, andin-person interaction to communicate consumes about 5.6 hours of theaverage interaction workersworkweek. Becauseyoucandirectly messageanyone in the organizationwithoutcluttering up an e-mail inboxwith acollaboration tool, yourorganizationcanrealize up to a 35% timesavings, or about 2.0 hours per interaction worker. </li> <li> 25. Role-specifictasks. Tasksspecific to a particular job consume themostamount of time for anyrole, averaging out to about 15.6 hours perweek. Internal social media increases the productivity of thesetasks byabout 15%, or approximately 2.3 hours per week. Onewaytheyenhancejob-specificproductivity lies in theirability to centralize aljob functionsat one hub, soyouremployeesbeginusing all otherapplications there. </li> <li> 26. </li> <li> 27. </li> <li> 28. Source de limage: </li> <li> 29. </li> <li> 30. </li> <li> 31. </li> <li> 32. Reeds Law The value of networks scales exponentially with the size of the network. </li> <li> 33. Brookss Law Adding people to a complex project makes it take longer. </li> <li> 34. Network Network Potential Friction </li> <li> 35. We Want Reed to Win! </li> <li> 36. </li> <li> 37. Otheradded value KM Collective intelligence Co-working Network management BUT The vendorsalreadytoldyou, is nt it? </li> <li> 38. Conclusion Do not forgetprivacy issues CC/CO 81 Control or not control IPR regulation s/b reminded Internal code of conduct BUT There are some important added value </li> <li> 39. Internal code of conduct main rules Define the internal and external social media Intellectualpropertyrules Data privacyexplanations Confidential information Anonimityisforbidden Penalties And Which communication for the code of conduct? How to have itapproved? </li> <li> 40. Any questions ?Crdit image: 45 </li> </ul>