Too much knowledge in many companies is in people's heads and disconnected. Instead of being a valuable resource it is lost to the business. Charles will explore how  mapping, measuring and visualing the social interactions and knowledge within the enterprise provides a powerful tool ensuring decisions are more informed, and backed up with empirical data.   Show how people are truly interacting, what they are talking about and with whom.

Charles created considerable interest at last year's 10BigThings as he highlighted the power of a businesses social networks. In the first of a series of individual masterclasses with last years speakers, Charles will explore this topic in more depth.  Revisit his 10BigThings presentation (the third video clip).

Using a combination of psychology, sociology and network analysis techniques,  software can harness the power of social intelligence within the enterprise to show how people are truly interacting, what they are talking about and with whom.

Historically IT’s responsibility in regard to organisational change has been purely operational; making sure departmental systems could inter-operate or bringing merged entities onto central infrastructure. However as businesses focus on increasing agility and harnessing human capital IT must prepare to take on new strategic responsibilities.

Business leaders will require detailed real-time intelligence on informal networks and expertise across the organisation to identify key personnel, resolve blockages and monitor change. The only practical way to deliver this insight will be by analysing corporate data sources such as messaging, phone logs, knowledge stores and collaboration systems. As a result IT will gain responsibility for gathering, processing and delivering this strategic intelligence.

The wave of restructuring, mergers and downsizing triggered by the current economic downturn puts exceptional pressure on businesses’ ability to rebuild competitiveness rapidly during and after change. Firms that harness IT to obtain accurate organisational diagnostics will be best placed to survive and prosper.

‘In these challenging economic times, the knowledge that our people have, and their internal and external networks, are often our biggest assets. The challenge is turning this intangible, informal knowledge into information that organisations can harness and use for growth and efficiency. Within Capgemini we are piloting Trampoline System’s SONAR solution across our global consulting practice to solve this.  We are using Trampoline’s SONAR to identify our experts for specific themes within our business - and to connect them quickly and easily.  From board level down we are really excited about the potential for our company and for our clients too"

Rosemary Stark, Vice President, Capgemini Financial Services