Headshift Sydney Event


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Headshift Sydney Event

  1. (cc) Livio Hughes, Headshift, May 2008 Social media inside the firewall An introduction to some popular use cases & tips for getting started with pilot projects
  2. agenda 1. What do we mean by ‘social media’? 2. How are they changing markets? 3. Social media inside the firewall 4. Some example use cases 5. How to implement the ‘social stack’
  3. Smarter, simpler, social headshift is a social software consulting and development company who apply emerging tools and ideas to the real-world needs of organisations: consulting & engagement prototyping and experimentation development and integration
  4. 1/5 what do we mean by ‘social media’?
  5. Web 2.0: now with added jargon ! Key points are: • Participation + Usability + Networks
  6. IT & internal comms are changing for the better • The ‘MySpace generation’ expect the same flexibility of tools at work as they have at home • We are moving away from centralised control to a more diverse, devolved IT environment
  7. Characteristics of new social tools • Fast, cheap, iterative delivery • Networked individualism: self-interest drives network effects for collective benefit • Combination of ecosystem of tools, data and services, not ‘one tool to rule them all’
  8. • co-development and peer production • peer to peer data sharing and markup • intermediary services • comparative public 'ratings' of services and publication of performance data • patient and carer access to data - alerting, family/carer monitoring, self management Datan : metadata, markup and mashups: • accelerating innovation • better co-ordination of medical activities • “the Web as your playground” • the value of aggregated user data • users can adapt, re-organise and edit
  9. 2/5 markets are conversations
  10. “A powerful global conversation has begun. Through the Internet, people are discovering and inventing new ways to share relevant knowledge with blinding speed. As a direct result, markets are getting smarter - and getting smarter faster than most companies.”
  11. Markets: media and publishing • “User generated content” and commentary • Instant feedback; audience as fact checkers • Distributed, personalised new media forms
  12. Markets: innovation / R&D “If the smart people in your company are aware of, connected to, and informed by the efforts of smart people inside and outside, then your innovation process will reinvent fewer wheels. Your internal efforts will be multiplied many times through their embrace of others’ ideas and inspiration.” Henry Chesbrough, Open Innovation. Harvard Business School Press 2005
  13. Markets: health care • Patient involvement made real • Open data can improve health outcomes • Peer-to-peer assistance and support
  14. Markets: education and corporate learning • Learning ≠ training • Self-managed learning • In situ, in context learning
  15. Markets: consumer goods & services • New ways of interacting with key customers • Shared spaces for customer interaction • Ask, don’t tell
  16. Markets: legal and professional services • New ways of interacting with key clients • Social tools for knowledge intensive firms • Harnessing collective intelligence
  17. Markets: financial services • New ways of interacting with key clients • Social tools for knowledge intensive firms • Harnessing collective intelligence
  18. 3/5 social tools inside the firewall
  19. Enterprise social tools are maturing Blogging tools Wiki platforms Newsfeeds / RSS Sui Sui Sui Combined suites Custom build • Systems integration • API connectors Sui • Sui Intranet-based • Blended solutions • “Situated” software
  20. We need to move beyond the factory model • Knowledge workers are not widgets • Internal brand comms are outdated & tired • IT systems need to support human behaviour
  21. Why do informal comms and knowledge sharing? • Better awareness and peripheral vision • More effective collaboration and team work • Informed decision making for individuals
  22. Building a better personal information radar • Less email, more feeds and flows • Your social network as an information filter • Better findability of things you use
  23. Harnessing attention metadata • Recommendations based on aggregated info about what we read, how and when • Organisations as social reading networks
  24. The importance of flow • Productivity is second to Connectivity: network productivity trumps personal productivity • Everything important will find its way to you http://www.stoweboyd.com/message/2007/06/flow_a_new_cons.html
  25. The basic process of social reading, writing and filtering Knowledge Flow & Discovery Knowledge Sharing Insight Social reading and filtering drives relevance Individuals, groups and practices act as funnels: • • Others can share what by your social to or read today 100 items suggested you blog, link newsreader • • Collaborative filtering based on social networks, tags, 10 items important enough to be linked and tagged sources and attention data from readers • 1 item gets blogged in full • Over time, information begins to find you, not vice versa
  26. Moving towards collective intelligence
  27. Are companies ready for this? • Yes!... if we start with real use cases • Many leading businesses are already experimenting • Here are some example areas of usage:
  28. 4/5 some example use cases
  29. The importance of real-world use cases Information & knowledge sharing External communication Ad hoc conversations and Q&As Issue management Competitive intelligence Participation via extranet / website Employee to employee communication Recruitment Sharing knowledge within groups Thought leadership Storing and finding information Working with contractors or partners Internal communications Internal issue management Team collaboration Intranet development/replacement Creating and editing documents Leadership communication Documenting and organising work Training and personal development Project collaboration Marketing and PR Innovation and R&D Campaign management Innovation networks Engaging with customers and media Prediction markets Monitoring brands and markets Rapid prototyping Promoting a product or service Social newsreading and bookmarking Social networking
  30. Example: informal knowledge sharing in teams • Blended social tools ‘groupware’ for collaboration • Better support for informal sharing and discussion • RSS / blogs / wiki / bookmarks / tags / people
  31. Example: business social networking • finding expertise, people and networks • social networks as content filters • engaging with new forms of online communication
  32. Example: innovation using social networks • Using social networks to surface good ideas • Social filtering and iteration of selected ideas • “wisdom of crowds” applied to internal markets
  33. Example: distributed learning communities • Young entrepreneurs using a wiki-based learning community to overcome physical distance and provide a shared context for mentoring
  34. Example: collaboration beyond the firewall • project co-ordination with multiple partners • research/feedback from wider stakeholder groups • network building among external users
  35. Example: internal communications • more interactive engagement with internal users • combination of blog, wiki, podcast, videos, etc • two-way communication, not just broadcast
  36. Example: re-inventing the intranet • wiki-based intranets are easier to maintain • edit and comment directly to improve quality • structure develops with, not before, content
  37. Wiki-easy editing and page creation
  38. Granular permissions and roles
  39. 5/5 some how-to tips: using the ‘social stack’
  40. An introduction to the social ‘stack’ Personal tools: organise your ‘stuff’ by tags; arrange in a portal; manage networks and feeds Group collaboration: intimate groups/teams organise knowledge in wikis and group systems Blogs and networks: some items or topics are shared within networks and discussed in blogs Bookmarks and tags: people store, share, tag, vote or comment on useful links and news Public feeds & flows: internal and external RSS feeds based on subject, person, group or search
  41. The importance of real-world scenarios • Build up a use case library to support pilot usage • Analysis of group culture, info handling, task needs • Map behaviours of tools to use cases & workflows
  42. But my IT department tell me we can do everything we need with product X... • Yes! .... and you can dig a tunnel with a spoon, but perhaps a more suitable tool might be advisable ;-)
  43. Some tips for running pilot social media projects 1. Start small and work with just a few groups 2. Focus on groups who are enthusiastic and committed 3. Identify the group's business objectives for the site at the outset 4. Review with the group how they currently try and meet those objectives and what software they use to do so 5. Select software to meet business needs, not the other way round 6. Don’t compromise ease of use - key selling point for users and editors
  44. Questions? livio@headshift.com http://www.headshift.com Except where otherwise stated, photos courtesy of Flickr using Creative Commons license. Thanks to the following photographers: http://www.flickr.com/photos/dplanet/94442623/ http://www.flickr.com/photos/arbron/77094898/ http://www.flickr.com/photos/jurvetson/105123875/ http://www.flickr.com/photos/kacey/252912749/ http://www.flickr.com/photos/victoriapeckham/164175205/ http://www.flickr.com/photos/markrjones/47761183/ http://www.flickr.com/photos/sgt_spanky/35811144/ http://www.flickr.com/photos/violator3/93589371/ http://www.flickr.com/photos/good_day/377814115/ http://www.flickr.com/photos/oimax/248247300/ http://www.flickr.com/photos/brianboulos/36957265/ http://www.flickr.com/photos/extranoise/276297674/ http://www.flickr.com/photos/thumbling/92500412/ http://www.flickr.com/photos/kokogiak/6274404/ http://www.flickr.com/photos/tedguy49/250658182/ http://www.flickr.com/photos/86624586@N00/10190970/ http://www.flickr.com/photos/joeshlabotnik/305410323/