The Oogwave Blog

Bringing People and Ideas Together.

Plan, Share and Collaborate in Your Digital Media Firms with Oogwave

Connect your various content teams, freelancer writers, designer and tech team one place to plan, share, communicate and discuss in real-time in a collaborative environment.

As a Media company, build a common knowledge repository of content- manage multiple versions, tag content and allow discovery from any device anytime across your teams.

Oogwave, not only works for your internal teams, but at same place connect your external partners of freelancers, contractors, other media partners, to share, communicate and collaborate efficiently at same place, in real-time. One tool, one place, everyone connected for common vision of your business.

Objective

COLLABORATE  TO EXPEDITE CONTENT LAUNCH

  1. How to collaborate with teams across geographies?
  2. How to speed up communication across multiple teams?
  3. How to leverage the collective knowledge of organization to meet deadlines?
  4. How to share information with all our partners (internal and external)?

The Oogwave Solution

GET TEAMS UP TO SPEED QUICKLY

  1. Oogwave connects your multiple teams on same place keeping everyone in sync and get work done efficiently.
  2. Helps you find the right information when you need it most and removes barriers to communication.
  3. Cultivate innovation, harness collective knowledge and brainstorm ideas.

How to Get Most Out of Oogwave

Connect your teams, dispersed offices, remote workers and freelancers at one place. Plan activities, track team task, share updates, content and latest news. To simplify, make groups for team based on content verticals. Make separate group for designers, PR and sales team. Once connected, communicate in real-time with individual or as a group using inbuilt chat.

 

Collaboration in Digital Media Firms

 

Build common repository of files

Accessible to all refined with period with collective effort. Manage multiple versions, add tags to files, add them to folders and control folders using access control. Let your people search and discover content from any device anytime, upload and share new material and research papers for all or designated people.

 

Team Files Sharing

 

Group and plan your delivery

Manage Tasks in a simple way. Assign due dates, priority, and track progress on each assigned job. Have discussions on these tasks, keep everyone updated on the status of work-in-progress, and add feedback or seek help if things are not moving in the right direction – all this in once place.

 

Team Task Planner

 

Brainstorm new ideas, leverage collective knowledge

Discuss content strategies, competitors insights,  future road maps and even new trends in various sectors. Harvest the knowledge across subject matters experts to build and deliver refreshing content for your audience.

 

Team Discussions

 

Extend information beyond your internal teams

Share without a single email using external groups. Invite and collaborate with freelancers or external partners along your team at same place. Once connected, there will be a direct sense of connection and engagement with everyone, with faster communication, planning and resolutions of key issues, all in a transparent environment.

Plan work and delivery together, and let everyone be in auto sync with status of work-in-progress.

 

External Teams Collaboration

 

Simplify the way you share, manage and deliver content on the web. Connect all collaborators inside and outside your company, and work better together. Get Started Today

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Top Ten Signs You Need Collaboration Tool

Team Collaboration

These probably sound familiar to you….

  1. Your business is spread across location. Working processes are defined, but there is no single efficient way for people to share and collaborate.
  2. People complain about information not available easily when they need it.
  3. You are not sure whether people are aligned to company’s vision as feedback are missing on initiatives.
  4. Ideas are hard to come and innovation is lacking because people are not connected to have meaningful arguments and conversations.
  5. Ready to expand business, hire new people or open offices? But you can’t get new people and location plug into your existing business easily.
  6. Market and competitive analysis takes time to consolidate from different people, and delay in distribution to different stakeholders delay strategic decisions.
  7. One way distribution of information is the practice, because you don’t have any way to track the engagement, response and feedback from your people.
  8. Your basic way of collaboration is emails and phone calls.
  9. Information is created and shared by people, with no centralized repository for people to discover content to avoid reinventing the wheel each time.
  10. Your deliverables to your customers and market are spot on, but each delivery is a battle from planning, coordination and communication to work as a team, keeping everyone in sync.

Do team alignment confusions keep you up at night?

Oogwave – a content collaboration platform, helps growing businesses to share and work from anywhere in simple and affordable way. To know more email us at hello@oogwave.com or visit www.oogwave.com

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Why Leveraging Knowledge is Hard to Achieve?

Knowledge is what we retain as a result of thinking through a problem, what we remember from the route of thinking we took through the field. Knowledge belongs to communities. The idea that knowledge is the stuff “between the ears of the individual” is a myth. We don’t learn on our own. We are born into a world already full of knowledge, a world that already makes sense to other people—our parents, neighbors, church members, community, country. We learn by participating in these communities and come to embody the ideas, perspective, prejudices, language, and practices of that community.

In summary, when we look at our own experience, knowledge is much more—and much more elusive—than most definitions allow. Knowing is a human act, whereas information is an object that can be filed, stored, and moved around. Knowledge is a product of thinking, created in the present moment, whereas information is fully made and can sit in storage.

To share knowledge, we need to think about the current situation, whereas we can simply move information from one mailbox to another. However, knowledge is more than you think. Knowledge settles into our body. It is a kind of “under the fingernails” wisdom, the background know-how from which we draw. Most of us find it hard or impossible to articulate what we know; whereas information can be written or built into machinery. We acquire knowledge by participating in a community—using the tools, ideas, techniques, and unwritten artifacts of that community; whereas we acquire information by reading, observing, or otherwise absorbing it.

Clearly, leveraging knowledge involves much more than it seems. It is not surprising that documenting procedures, linking people electronically, or creating web sites is often not enough to get people to think together, share insights they didn’t know they had, or generate new knowledge.

Using our own experience as a starting point to design knowledge management systems leads to a different set of design questions. Rather than identifying information needs and tools, we identify the community that cares about a topic and then enhance their ability to think together, stay in touch with each other, share ideas with each other, and connect with other communities. Ironically, to leverage knowledge we need to focus on the community that owns it and the people who use it, not the knowledge itself.

If a group of people don’t already share knowledge, don’t already have plenty of contact, don’t already understand what insights and information will be useful to each other, information technology is not likely to create it. However, most knowledge management efforts treat these cultural issues as secondary, implementation issues. They typically focus on information systems—identifying what information to capture, constructing taxonomies for organizing information, determining access, and so on.

The great trap in knowledge management is using information management tools and concepts to design knowledge management systems.

 Suggestion for Leveraging Knowledge

  1. To leverage knowledge, develop communities.
  2. Focus on knowledge important to both the business and the people.
  3. Create forums for thinking as well as systems for sharing information.
  4. Let the community decide what to share and how to share it.
  5. Create a community support structure.
  6. Use the community’s terms for organizing knowledge.
  7. Integrate sharing knowledge into the natural flow of work
  8. Treat culture change as a community issue.

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The above are excerpt from the article – “Why Information Technology Inspired But Cannot Deliver Knowledge Management” by Richard McDermott.

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Tomorrow’s Leaders : Coach or Delegator?

One way of reading the last year global financial crisis – is not only the failures of public policy and regulation, but also the failure of lead­ership. Add in internet-driven collaborative working, and the spotlight on leadership has never been hotter.

Some executives see the role of leadership changing from a task-based, command-and-control model to a coaching and facilitating role. Others see the focus shifting to a more dynamic collective leadership, to leadership as a process distributed over members of a team.

Tomorrow's Leader

On the operational front, the world today is far more interconnected and dynamic, as well as increasingly complex and globalized. These changing parameters require new thinking about how leaders operate in complex and flexible ecosystems, beyond traditional models such as matrixes or hierar­chical structures.

The demographic shift, and in particular the increasing importance of Gen Y, who seem to want a different way of living and working that’s increasingly clashing with old models of hierarchy and authority. Leaders are now perceived as curators of knowledge and information, projecting authority and command through their expertise and not their position.

The forces of globalization have created complex inter-dependencies and turbu­lence, but they show how leaders can manage diverse communities and indeed create inner calm in times of great stress.

Globalization is causing ecosystems to emerge where value is distributed rather than held within a single company. It’s also pushing leaders into increasingly complex decision-making environments where focus and attention as well as self-awareness and mindfulness will be key if they’re to succeed.

The implication of these forces – is that our notions of ‘the leader’ are in the midst of a profound review as traditional models feel the heat.

The current and future leaders would need to redefine their values and behaviours as well as the tools they have at their disposal to help them to align their vision with the organizations and people they lead so that the necessary individual, corporate and societal transformation can take place.

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3 People Skills Required to Succeed at Work

When we think of people skills, words such as personality, empathy, and tonality come to mind. It brings in the notion of ‘social’, ‘likeability,’ and ‘good personality’.

But in reality, People skills come down to how you interact with others, from a verbal and non-verbal perspective. In true sense, people skills are non-technical in nature. These are harder to teach than technical skills, but are a requisite for long term, effective leadership.

The keyword is “Emotional Intelligence”.

People want to connect on a humane level in the work environment.  Professional relationships built on diplomacy and respect is at the heart of team success. Having good people skills means maximizing effective and productive human interaction to everyone’s benefit.

Three most important people skills you’ll need to succeed

Active Listening Skills

Remember, hearing someone and actively listening to them are two different things. Most people hear someone speak and start to form a response in their mind (or worse, starting talking) before the person finishes what they’re saying. “The key is to actively listen, which takes more time but produces better results. Try to listen without interruption and then take the time to think and form a response before replying. It takes practice, but it pays off, and you’ll see the difference in the positive reaction of those around you.

robert_frost

Ability to Relate to Others

Having the ability to relate to others and their position and viewpoint is crucial in any conversation. By having a well-rounded personality and set of experiences, it’s usually possible to relate to almost anyone you are working with. Additionally, the patience in communicating with others and ability to keep a level head in stressful situations, is primarily required to have an effective outcome.

Flexibility with Great Negotiation Skills

The ability to shift gears and bend your own rules and beliefs, when the context calls for it – is one that builds confidence among your peers to talk to you about anything.

This with, good negotiating skills are beneficial in both internal and external discussions. Internally, job offers and salary discussions greatly benefit from solid negotiating, as well as when it’s time to pitch a new idea or sway coworkers to your way of thinking.  Externally, both vendors and customers often require negotiations and you can really go places if you are successful in both or either scenario.

So, the more you demonstrate these abilities, the faster your career will advance, and how people around you feel at work will determine their loyalty and contributions.

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Things to Remember When Sending Email to People Overseas

Emails have become so ubiquitous that they’re often sent off quickly, without regard for how they might be received on the other end. As the business is becoming more connected and global, your email communication needs to adhere to the new realities without overlooking the social cues.

Sending emails to foreign contacts just like you might to those back home may sink a professional relationship before it begins. Instead, successfully emailing to people in other countries, while adjusting to their norms, will help to boost your professional growth.

globalization_1

In some countries, emails are structured like a formal letter. Elsewhere, they may sound more like a text message to a friend. Remember, whenever communicating crosses cultural boundaries, even small gestures of respect to norms can be important.

Emails in Germany, for instance, are generally formal, to the point and without personal messages. Elsewhere in Europe, emails may take on a more friendly tone with salutations of “dear” and sign-offs like “yours.”  

In Africa and South America, emails are often expected to include personal notes.

In the US, emails generally are short and seen as a quick form of communication, rather than a way to build relationships. This lack of a personal approach can seem rude to recipients in other part of the world. Also people in US expect quick response to their emails.

In Asia, where a personal connection is important, start an email with the question you want answered and then add a paragraph with something that personally connects you to the recipient. In the US and parts of Europe, it’s often seen as a waste of time to ask about someone’s family in an email, but you can very well add a sentence when communicating in other locales.

Most important – when writing to people in the language which is their second language, keep your sentences simple. Avoid jargon, metaphors and colloquialisms that could be misunderstood or totally missed.

Always, remember your professional image on daily basis is been created at other end by the messages you sent, and the moment you lose trust it’s very difficult to get it back. Getting it right will not only help you build better relationship, but profitable partnership too.

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