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
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
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
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
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:
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
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/
