Symposium 2015
Be Inspired.

February 10, 2015 | Meydenbauer Convention Center

Organizational Agility through Social Technology

Session Description:
“An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage”; “change before you have to” – Jack Welch

The world of work is changing; people are living and working longer; the way we work is changing (virtual, global, remote). We are now faced with a global business environment that is continually adjusting to accelerated change. The way that people relate to each other and the way business is conducted are vastly different from just 10-20 years ago. Our external environment is much more complex and the world is becoming smaller as advancements in technology have blurred geographic borders. The composition of the workforce is also changing. According to SHRM’s 2013 Workforce Forecast, 18% of baby-boomers are expected to retire within the next five years and more than two thirds of HR professionals believe that boomers retiring will have a major impact on the workforce. In 2014, millennials will account for 36% of the American workforce.

Organizations must evolve in order to survive. Those that evolve the most successfully will have a competitive advantage. Organizational adaptation (or evolution) is not a one-time or even periodic event, but rather a continuous process requiring organizations to continuously transform in order to avoid what might otherwise be certain destruction or extinction. Creating a continuous learning culture is paramount to becoming an agile organization that is adaptive, resilient and innovative. Agile organizations recognize the importance of providing learning through many and varied methods including just-in-time, social and informal learning – providing employees with a diverse spectrum of learning experiences. Learning organizations are always in a continual state of readiness.

Technology now exists that enables individuals to connect socially to one another in ways that were never possible before. These technologies have created new opportunities to facilitate communication and sharing. Many organizations are attempting to leverage social technology to increase the transparency, collaboration and knowledge-sharing within their organizations. Organizational learning cannot occur without these.

Come learn how social technologies in the workplace can help facilitate and build a change-ready and agile workforce.


Ms. Michael M. Moon, MS, PHR, is a Research Director within Aberdeen Group’s Human Capital Management practice, where she conducts research focused on all topics related to an organization’s greatest assets – their human capital. Her research covers workforce management, talent management, performance management, learning, leadership development, HR strategy, workforce planning & analytics, organizational agility, social media, employee engagement, HR technology, and social capital.

Prior to Aberdeen Group, Michael was a Senior HCM Analyst and Account Manager for the Institute for Corporate Productivity (i4cp). Her career spans over 15 years in various HR practitioner roles at organizations such Thomson Reuters, Vistaprint, Raytheon and John Hancock.

During her tenure, Michael developed an expertise in leading enterprise-wide implementations and partnered with organizations in the design and deployment of people performance and HR systems as solutions for attracting, retaining and developing employees. She has also helped to manage the growth, adoption and functionality of internal social networking groups in several organizations in an effort to help build higher levels of collaboration and break through some of the traditional barriers that exist in large global organizations - all in an effort to enable a culture of creativity, innovation and to facilitate a highly engaged workforce.

Michael is also a Doctoral Candidate in Human Capital Management (Bellevue University) and is completing her dissertation on the role of organizational trust in the acceptance of social media technologies in organizations. Other research areas of interest include culture, organizational agility, collaboration and innovation. Michael earned a Master of Science in Human Resources from Suffolk University, a Master of Music in Musical Theatre from the Boston Conservatory and completed her Bachelor of Arts in Theatre at Eckerd College. She resides just outside of Boston with her 13 year old daughter, Mia and is an avid runner.